Question

In this unit, the text states: “…a strategy captures and communicates how vision and mission will be achieved and which goals and objectives show that the organization is on the right path to achieving them.”

What negative consequences can emerge when vision, mission, or values contradict strategy?
Name a time where you believe strategy was not aligned with vision, mission, or values.
How can leaders ensure that strategy matches the vision, mission, and values?

Answer 1

(1)
Most organizations are expected to have their own profile or share a profile of their vision, mission and / or values, along with their statements that will emphasize their expectations and objectives. These expectations and goals must be closely related to the organization's strategy, i.e. . The organization must "know the customer's knowledge". In addition, you do not need to change or modify these missions, visions, and strategies frequently, as they are the infrastructure that reflects the organization's intentions and identity. Thus, the clearer and more relevant the vision, mission, or value of a strategy, the less likely it is that situations with negative consequences, such as inadequate communication and unwanted behavior, will occur in the future. Other negative effects that can occur when these plans are in conflict. Difficulty in communicating with stakeholders, difficulty in targeting financial losses due to insignificant management over certain key areas of the organization will lose direction and ultimately reduce the likelihood of ambitious influences.

(2)
The general situation in which we can see that the strategy does not match the vision, mission or values ​​is that the strategy did not actually become a strategy, but an indirect conspiracy that contradicted the organization's aspirations, but yet Too tempting to ignore. This form of situation can be detrimental to any organization. Also, when an organization does not have a solid form of vision, mission or values, then it makes sense to say that whatever strategy it is will not match these vision, mission and values. An example of this situation is when my team is tasked with providing short-term key tasks. Everyone seems to see the vision, mission or values ​​after the preparatory meeting and can give everyone this motivation to work effectively. However, since most team members are not strategically committed to achieving our unit goals, the goals are not achieved in this case.

(3)
Although it is believed that leaders know this and have an obligation to see that the vision, mission or values ​​of the organization are in line with the strategy, it is the indirect duty of everyone to ensure that it can Done by "getting others to work" as we learned in the beginning of this course. It will follow consistent links that will link the organization's vision, mission or values ​​in line with their strategy, starting with those responsible for implementing the organization's long-term plans, ensuring that these plans address issues related to : Why we set up a specific business for an organization, i.e. The relative economic purpose of the business.