Managers evaluate historical, current, and forecast data in
light of the values and priorities of influential individuals and groups?often
called stakeholders?that are vitally interested in the actions of the business.
The interrelated stages of the process are the 11 components discussed in the
last section. Finally, the aim of the process is the formulation and
implementation of strategies that work, achieving the company’s long-term
mission and near-term objectives.

It is these stakeholders who create, develop, and influence
the company’s vision, mission, and values. They are the ones who set the tone
for the organization. Stakeholders can be from within or without an
organization; and, can be from the board room to the production floor.

Successful companies — i.e., successful strategically–are
able to “mesh” the divergent interests of the stakeholder groups into
a cohesive framework. In the classroom terms like “playbook” and
“holistic framework” have been used to describe strategic planning.
These terms are very apropos in this context. Unless the leadership of an
organization is able to formulate, promulgate, and effectively implement a
concise, coherent and meaningful strategic plan that incorporates mission,
vision, and values, the company’s true success will not be achieved.

King Solomon even acknowledged the importance of vision when
he is attributed in Psalms 29:18 to saying “[w]here there is no vision,
the people perish.” So is vision, then, nothing more than the capacity to
look today into the possibilities of tomorrow? I think so.

Some would say that vision is the difference between
effective and nominal leadership. The “why/how” versus the
“what/when” dichotomy raised by Ann in one of her threads.

Think of past president’s with vision. Eisenhower and the
interstate highway system; Kennedy, the moon mission, and Johnson, civil
rights. If these leaders did not have vision would they have accomplished great
things or put into motion such great achievements. These presidents will long
be remembered for their legacies in these areas.

Joseph Quigley in Vision provides a more down-to-earth
definition: “the most fundamental statement of a corporation’s values,
aspirations, and goals. It is an appeal to its members’ hearts and minds. It must
indicate a clear understanding of where the corporation is today and offer a
road map for the future.” Where the mission tells where you are going, the
vision should tell you why.

Where does a company find its “values”? Post your
thoughts.