Learning Objectives Chapter 2 Define vision and mission

Learning Objectives: Chapter 2 • Define vision and mission and distinguish between them – Understand SMART goals • Understand the complexities associated with assessing organizational performance • Understand how thinking and acting entrepreneurially can help organizations and individuals • List and define the five dimensions of an entrepreneurial orientation Page 1

Importance of Vision • Vision: What the organization aspires to become in the future – A key tool for inspiring the people in an organization – Well-constructed visions clearly articulate an organization’s aspirations and can give an organization an edge over its rivals – The best visions are inspirational, clear, memorable, and concise Page 2

Vision Statements Page 3

Vision Statements A world where everyone has a decent place to live. To become a world leader at connecting people to wildlife and conservation. Our vision is that people everywhere will share the power of a wish. 4

Mission Statements • Mission: States the reasons for an organization’s existence – Well-written mission statements effectively capture an organization’s identity – Answers the fundamental question of “who are we? – Reflects on the organization’s past and present – States why the organization exists and what role it plays in the society – The best are clear, memorable, and concise Page 5

Mission Statements Page 6

Crafting Strategy Page 7

SMART Goals • An organization’s vision and mission offer a broad, overall sense of the organization’s direction. To work toward achieving these overall aspirations, organizations also need to create goals—narrower aims that should provide clear and tangible guidance to employees as they perform their work on a daily basis. • S – Specific • M – Measurable • A – Aggressive • R – Realistic • T – Time-bound Page 8

SMART Goals Page 9

Assessing Organizational Performance • Organizational performance: How well an organization is doing at reaching its vision, mission, and goals – A multidimensional concept – Vital aspect of strategic management – Assists executives in knowing how well their organizations are performing Page 10

Assessing Organizational Performance • Performance measure: A metric along which organizations can be gauged – Used by executives to examine measures such as profits, stock price, and sales – Helps understand how well an organization is competing in the market • Performance referent: Benchmark used to make sense of an organization’s standing along a performance measure Page 11

Financial Performance Measures and Referents Page 12

The Balanced Scorecard • An approach to assessing performance that targets managers’ attention on four areas: 1 Financial – “How do we look to shareholders? ” 2 Customer – “How do customers see us? ” 3 Internal business process – “What must we excel at? ” 4 Learning and growth - “Can we continue to improve and create value? ” • Helps managers resist the temptation to fixate on financial measures, and instead monitor a diverse set of important measures Page 13

The Balanced Scorecard Page 14

The Triple Bottom Line • Provides a tool to help executives focus on performance targets beyond profits alone – Emphasizes the three Ps • People (Social concerns) • Planet (Environmental concerns) • Profits (Economic concerns) Page 15

The Triple Bottom Line Page 16

Assessing Performance Page 17

The CEO as Celebrity • Advantages – Serves as an intangible asset for the CEO’s firm - may increase opportunities available to the firm – Hiring or developing a celebrity CEO may increase stock price, enhance a firm’s image, and improve the morale of employees and other stakeholders • Disadvantages – Magnifies any gaps between actual and expected firm performance – Faces larger and more lasting reputation erosion if their performance and behavior is inconsistent with their celebrity image 2 -18

Types of CEOs 2 -19

Entrepreneurial Orientation • Processes, practices, and decision-making styles of organizations that act entrepreneurially • An organization’s level of EO can be understood by examining how it stacks up relative to five dimensions: – – – Innovativeness Proactiveness Risk taking Competitive aggressiveness Autonomy 2 -20

Entrepreneurial Orientation 21

Entrepreneurial Orientation • An entrepreneurial orientation is also important for nonprofit and/or public organizations – “If anything, relative to for-profits, there is a need for more creativity in managing multiple stakeholders with conflicting demands; heightened imagination in finding ways to garner, combine, and deploy scarce resources; and enhanced innovation in addressing vexing social problems” (Morris et al. , 2011: p. 950). 22

Research setting

Promoting an Entrepreneurial Orientation Page 24

Chapter 2: Key Takeaways • Strategic leaders need to ensure that their organizations have three types of aims. A vision states what the organization aspires to become in the future. A mission reflects the organization’s past and present by stating why the organization exists and what role it plays in society. Goals are the more specific aims that organizations pursue to reach their visions and missions. The best goals are SMART: specific, measurable, aggressive, realistic, and time-bound. • Organizational performance is a multidimensional concept, and wise managers rely on multiple measures of performance when gauging the success or failure of their organizations. • CEOs should be aware of and manage the potential for increased scrutiny associated with their status. • Building an entrepreneurial orientation can be valuable to organizations and individuals alike in identifying and seizing new opportunities. Entrepreneurial orientation consists of five dimensions: (1) autonomy, (2) competitive aggressiveness, (3) innovativeness, (4) proactiveness, and (5) risk taking. Page 25