organization Strategy

Vision and mission statements play an important role in strategy development by

providing vehicles to generate and screen strategic options. They also provide
organizational identity and understanding of business directions.

Created by consensus. Forms mental image of future

Dream or a picture to which people can align. Describes something
Vision to be achieved possible, not necessarily predictable. Provides
ultimately. direction and focus. Pulls people, who hold it,
towards it.

States the business reason for the organization's

existence. Does not state an outcome. Contains no
time limit or measurement. Provides basis for
Statement of
Mission business.
decisions on resource allocation and appropriate
objectives. Defines current and future business in
terms of product, score, customer, reason, and
market price.

Describes ideal states to be achieved at some

unidentified future time. Defined consistent with and
Results to be
Goals achieved.
related directly to vision and mission. Guide everyday
decisions and actions. Do not necessarily deal with
measurable results.

Focuses on critical organization issues and milestones.

How - Actions and Describe activities to be accomplished to achieve
Results - to plan to goals. Identify dates when specific results are to be
Objectives achieve the accomplished. Measurable in terms of whether or not
desired results. they are achieved. They may be changed when
necessary for progress towards goals.

The McKinsey Model (7ss Model)

The premise behind the McKinsey model is that for organizations to function
effectively they have to rely on the interdependence of the seven variables:
Structure: The organizational map/chart (Line of authority and responsibility)
Strategy: The plan leading to the allocation of resources (Project selection)
Staff: The people employed (Teamwork, empowerment, participation)
Style: The management style of the organization (management commitment)
Systems: Procedures, guidelines and control mechanisms (management of activities)
 Shared Values: The goals shared by all employees (Everyone involved)
Skills: The strengths and capabilities of all employees (knowledge, tools, techniques
available)
The structure and strategy have been classified as hardware variables and the
remaining five (Staff, Style, Systems, Shared values, and Skills) have been classified
as software variables.

ISO 9000
ISO 9000 is simple, but not too easy. It requires
People (who are ... )
Organized
Responsible
Authorized
Competent
Empowered
Knowledgeable
Processes (that are ... )
Visible
Traceable
Consistent
Repeatable
Measurable
Documentable
Management Involvement
Focus
Responsiveness
Documents (that are ... )
Appropriate
Relevant
Simple
Understandable
Consistent with processes in use ISO 9000 is a "starting place" for all-encompassing
quality efforts. ISO 9000 merely stipulates where the documentation is needed, but
never dictates how much is required.
ISO 9000 is not a product certification standard; registration in no way measures or
recognizes the quality, good or bad, of a company's final product, nor does it mean
that two companies with ISO 9000 registrations are equivalent. To presume otherwise
is probably the greatest misconception, and perhaps, misuse of ISO 9000 standards.
However, ISO 9000 may play a role in product liability and other legal matters through
the technical documentation it creates.