So many strategic planning processes recommend beginning the planning process by identifying a long term (5-10) vision statement and a shorter term mission statement (3 to 5 years). This is a mistake.
For one, the terms vision and mission are synonyms for strategy. To attempt to develop any strategy without identifying and studying the relevant external factors the strategy is supposed to address is folly because the strategy is going to be based on internally-focused, wishful thinking rather than a deep understanding of the competitive reality.
Secondly, most vision and mission statements are nothing more than business positioning or marketing slogans applicable to any private school. They do little to provide faculty, staff, students, or parents with an understanding what the school is trying to do.
Consider these typical examples:
Our Mission: To educate and equip students to become major contributors to, leaders in, and valued representatives of their national and international communities.
Our Vision: To develop a love of learning, promote excellence in all areas of endeavor, and provide access to outstanding educational experiences, teachers and facilities.
The better course of action is to reach solid conclusions on each of the eight strategies of the eight strategy framework – both in terms of present strategy and the how’s and why’s of any proposed change to that strategy. Once those conclusions are solidly in hand, then it is possible to think through the 5 year and the 10 year consequences of successful pursuit of those strategies. At this stage you can draft vision and mission statements that really capture the essence of those conclusions.
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Alan Kennedy has been teaching courses on Strategic Management for the York University’s Schulich School of Business, Executive Education Centre, in Toronto, Canada since 1992. For more information on Alan and his courses either contact him at gibsonkennedy@sympatico.ca or visit http://seec.schulich.yorku.ca
