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What principles should a company keep in mind when developing a mission statement? Appropriate criteria must be chosen for defining the business. There are several alternatives for defining one’s services: by the products one produces, by unique resources that the company possesses, by a particular strength that the company has, by unique financial measures, or by needs that are met. Anyone who has to draft a mission statement should pretend that he or she is an advertising copywriter. “Tell the world in 25 words or less who you are and what you want to become.” The statement should be concise and to the point. Management must identify the opportunities and threats confronting the company, the critical success factors in the marketplace, and the company’s internal strengths and weaknesses. Then it will have to look both forward and backward. “What have we been doing?” and “What do we want to change?” In the end, though, it is the forward look which should determine the content of the mission statement, to set the future direction: “What do we want the corporation to become?” Recalling the dilemma of finding a marketing niche while avoiding marketing myopia, a company must strike a sound balance between too wide and too narrow a definition of the business. Too wide a definition can leave the organization with no real direction for strategic planning, while too narrow a statement can blind management to, or cause it to ignore, environmental changes, opportunities, and threats. Ultimately, employees are the main audience for a company’s mission statement. The statement not only furthers a common understanding of the organization’s purpose among them but also nurtures allegiance and commitment. All three are essential if employees are to work together effectively to promote the organization’s ends. After having been developed, a mission statement should rarely need to be altered, and then only as a result of a significant change: perhaps a sharp decline in the company’s markets, the crystallization of a new opportunity, or the accession of a new management. Take Surveys & Process E-Mails Online! - Get Paid $25.00-75.00 Per Survey Completed! High Conversions! Low Refunds! Affiliates Earn 75% Commission! HomeTypers.com - Earn 75% Commission! - Get Paid Typing Data! Affiliates Now Earn 75% Commission @ $34 Per Sale! Converting Better Than Ever! Last March, my colleague Damir and I spent 5 weeks traveling across Canada on the Align IT Tour, talking to IT managers about business productivity and why IT needs to be strategic when building this into their infrastructure. We were joined in each city by a panel of local Microsoft partners and experts on implementing solutions geared to making businesses more productive, whether it be better collaboration, more accessible business intelligence or easier document management. This episode is the second of a 4 part series where I speak to Rob Munroe from T4G, Hugo Bernier from Net Dexterity and Peter Carson from Envision IT in Mississauga to gain their insights. Additional resources:
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The Align IT program is dedicated to keeping IT leaders informed about what really matters in business and technology. We do that through in-person events, web casts, our blog and of course, this podcast series. You can find more information about the Align IT program at www.microsoft.ca/alignit. Comments, suggestions and ideas for future topics can be left below as a comment or emailed directly to the Align IT program feedback alias at alignit@microsoft.com. You can also reach us on our toll free comment line at 1-800-693-3827. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
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