High Performance Organization
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This document discusses how to craft mission, vision, and value statements to become a high performance organization. It defines a mission as describing an organization's overall purpose and reason for existing. A vision is a guiding image of future success that inspires people to work together. Values are the shared beliefs that guide how an organization's members perform their work. The document provides criteria for developing effective mission, vision, and value statements, such as making the vision compelling and focusing on serving clients. It emphasizes that a systematic strategy development process including crafting these statements can help align an organization's environment, leadership, and employee behaviors to create value.
High Performance Organization
- 1. ! Crafting a mission, vision, and value statement to become High Performance Organization Wing Antariksa, Jakarta 2014
- 2. Can you name an organization you admire because of their success?
- 4. we admire their success because… § Their ability to innovate and shape their industry § The capacity to build leaders in diverse industries § They continually design easy - to - use products § They won most of the Nobel prizes § They produces more patent applications than any other single institution in the world
- 5. They are what we call…! High Performance Organization
- 6. 1982 1992 1994 2000 2004 2012 Jon R. Katzenbach: Peak Performance: Aligning the Hearts and Minds of Your Employees Peters, T., & R. Waterman: In Search Of Excellence Kotter, J. P., & J. L. Hesket: Corporate Culture And Performance Collins, J.C., & J.I. Porras: Built To Last. Successful Habits Of Visionary Companies William Joyce, Nitin Nohria, Bruce Roberson: What Really Works: The 4+2 Formula for Sustained Business Success André A. de Waal: What Makes a High Performance Organization: Five Factors of Competitive Advantage that Apply Worldwide
- 7. How many levels of management do they have? Do you really care ? ! ! We do not admire an organization because of its roles, rules, or routines
- 8. Organizations are not known for their structure, but for their C A PA B I L I T I E S Dave Ulrich and Norm Smallwood
- 9. So how can you determine C A PA B I L I T I E S
- 10. Organization capability to provide quality and innovative products, services, and create value is determined by bringing about the alignment of external environmentleadership- team member’s behaviors with systematic strategy development process
- 11. systematic strategy development process Strategy > Process > People
- 12. Most successful organization follow the systematic strategy development process! Crafting Mission, Vision, and Value Statements Defining and Decomposing the Value Gap Performing Strategic Analysis Formulating and Launching the Strategy
- 13. …it’s started by crafting Three words that can change the World MISSION - VISION - VALUE
- 14. “Vision without action is a daydream; action without vision is a nightmare” Japanese Proverb A definition of insanity is to do the same thing twice and expect the outcome to be different... “The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.” ― Michelangelo Buonarroti
- 15. ! So what it takes to craft a mission, vision, and value statement to become High Performance Organization?
- 16. MISSION • Mission describes the overarching purpose of the organization—the reason it exists. • Your mission statement answers the questions: – Why do you exist? – What do you do? – Who do you serve?
- 17. VISION • A Vision is a guiding image of success. It is pursuit of this shared image of success that inspires, motivates and guides people to work together. • Some criteria to guide in developing and assessing the effectiveness of a vision statement are: – It answers the question, “What will success look like?” – It is compelling, – It challenges and inspires the group to stretch its capabilities to achieve its purpose, – It focuses first on the client to be served or impacted, – It describes what the organization will look like when functioning effectively.
- 18. VALUES • Values are beliefs that your organization’s members hold in common and endeavor to put into practice. • Values guide your organization’s members in performing their work. • They answer the question --“What are the basic beliefs that we share as an organization?” • Adherence to the organization’s values, “walking the talk”, fosters individual and organizational integrity
- 19. Next HPO à! Compelling visions that move people to action and change behaviors