In continuation of his four part series, Enda Larkin explores how to makes sense of the strategic planning process, particularly in the context of small and medium sized operations. Part 2 examined how to develop Vision and Mission statements for the business. Part 3 will explore how to translate these statements into goals, strategies and plans, so that they actually add real value to the business. View Part 1 here
View Part 2 here
Living your Vision and Mission
In Part 2, the focus was on capturing broad aspirations for the business through the development of the Vision and Mission. But how can these statements be lived in practice so that they add value? An obvious first step is to ensure that all primary stakeholders actually know about them by communicating your vision and mission widely and frequently. However, to actually become a true driving force these statements must first be translated into measurable goals.
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