VISION CREATION

By: Assoc. Prof. Dr. Somjai Phagaphasvivat

VISION
SWOT MISSION
Objective Strategy Action Plan

SWOT

SWOT

SWOT

MISSION
Objective Strategy

SWOT

Action Plan

SWOT

Concept of Vision
1. Strategic Direction 2. Personal View of The future 3. Capacity to foresee the changing situation in the future - Visionary Leadership - Organic Thinking

VISION
A Vision Statement Describes What the Organization Would Like to Become
-

What will we be ?

- Where will we be ? [ Strategic Direction ]

MISSION
A Mission Statement Describes What the Organization is Now
-

What are we now ?

- Where are we now ?

[ Strategic Positioning ]

The Mission Statement promotes a sense of shared expectations in employees and communicates a public image to important stakeholder groups in the companys task environment.
It tells who we are and what we do as well as what we would like to become.
It may also include the firms philosophy or core value.

QUALITY OF VISION
1. 2. 3. 4. 5. Simple Communicative Commitment Long Lasting Challenging But Realistic [ Achievable ]

Cases in Vision and Mission

Case 1 : New Port News Shipbuildings Mission Statement
We shall build good ships here at the profit if we can at the loss if we must but always good ships.

Case 2 : Maytag Corporations Mission

To improve the quality of home life by

designing, building, marketing, and servicing the best appliances in the world.

Case 3 :
Vision

Harley Davidsons Vision and Mission

Harley Davidson,Inc. is an action-oriented,international company, a leader in its commitment to continuously improve our mutually beneficial relationships with stakeholders [ customers, suppliers,employees, shareholders, governments and society ] We believe the key to success is to balance stakeholders interests through the empowerment of all employees to focus on value-added activities.

Mission We fulfill dreams through the experience of motorcycling , by providing to motorcyclists and to the general public an expanding line of motorcycles and branded products and services in selected market segments.

Case 4 :
[Siam Commercial Banks Mission]

...

Case 5 :
Vision

Mission

Case 6 : AISs Vision Statement

Vision

AIS

Case 7 : True Corporations Vision

Case 8 : .
VISION The leading petroleum exploration and production company with operational excellence, international best practices, and world-class competitive strengths MISSION To conduct our core business by operating and investing in petroleum exploration, development, production, and strategic related business in Thailand and overseas

Case 9 :

DTAC

Case 10 :Starbucks Mission Statement

Establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principle while we grow

Six Guiding Principles :

1. Provide a great work environment and treat each other with respect and dignity 2. Embrace diversity as an essential component in the way we do business.

3. Apply the highest standard of excellence to the purchasing, roasting and fresh delivery of our coffee 4. Develop enthusiastically satisfied customer all

the time
5. Contribute positively to our community and our

environment
6. Recognize that profitability is essential to our future success

Case 11 : Vermont Teddy Bears Mission Statement

The Vermont Teddy Bear provides our customers with a tangible expression of their best feelings for their family, friends, and associates. We facilitate, communicate,and therefore participate in caring events and special occasion that celebrate and enrich our customers life experience. Our products will represent unmatchable craftsmanship balanced with optimal quality and value. We will strive to wholesomely entertain our guests while consistently exceeding our external and internal customer service expectations.

The Vermont Teddy Bear Brand represents the rich heritage of the Great American Teddy Bear begun in 1902. We are the stewards of a uniquely American tradition based on the best American virtues including compassion, generosity, friendship, and a zesty sense of whimsy and fun.

Harley Davidson
More Than A Motorcycle Fulfilling Dreams

Vermont Teddy Bear

A Lifetime Emotional Symbol of Love and Care

Starbuck
Third Home

Carnival
Funship

Personal Vision Creation

1. Information 2. Knowledge

3. Strategic Thinking
- Game Theory

- Organic Thinking

Corporate Vision Creation

1. Strategic SWOT 2. Identify Strategic Issues 3. SWOT Matching

Strategic Resource
1. Core Competency 2. Strategic Asset 3. Core Process

Innovative Cycle
Different performance measure
Performance

Discount retailing Steel minimills

Telephone Personal computers Photocopiers

Time
Time

Company improvement trajectory Customer demand trajectory

Consumer

Non-Consumer

Old Paradigm Strategy

New Paradigm Strategy

Market Share

Opportunity Share

Strategic Thinking
1. Grey Thinking =/= Black or White Thinking
2. Organic Thinking =/= Mechanic Thinking 3. Game Thinking : Game Theory - Zero sum game - Negative sum game

- Positive sum game

- Simultaneous game =/= Strategic move /Sequential game

4. Customer Value Thinking

5. Benchmark Thinking
6. Holistic Thinking 7. Systems Thinking 8. Weighted Thinking 9. Dynamic Thinking

Thinking Trap

1. Framing Trap 2. Status Quo Trap 3. Over-Confidence Trap

Thinking Paradigm
Strategic Thinking Creative Thinking Trap Ridden Thinking

VISION CREATION DIALECTICS

SECI Process
Sharing and creating Tacit knowledge through direct experience

Tacit

Articulating tacit Knowledge through Dialogue and reflection

Tacit

Sociali- Exterzation nalization Internalization Combination

Explicit

Learning and acquiring new tacit knowledge in practice

Explicit

Systemizing and applying explicit knowledge and information

Source : Adapted from Nonaka and Takeuchi , 1995

Old Paradigm Strategy

New Paradigm Strategy

The Competitive Challenge

Reengineering processes Regenerating strategies Organizational Industry transformation transformation Competing for opportunity Competing for market share share

Finding the Future

Strategy as learning Strategy as positioning Strategic plans Strategy as forgetting Strategy as foresight Strategic architecture

Mobilizing for the Future

Strategy as fit Strategy as resource allocation Strategy as stretch Strategy as resource accumulation and leverage

Getting to the Future First

Competing within an existing structure Competing for product leadership Competing as a single entity Maximizing the ratio of new product hits Minimizing time-tomarket Competing to shape future industry structure Competing for core competence leadership Competing as a coalition Maximizing the rate of new market learning Minimizing time to global preemption

New Paradigm Strategy

Customer Benefit
Customer Interface

Configuration Company Boundaries

Strategic Resources Value Network

Core Strategy

Network

New Paradigm SWOT

Customer

2
1

= Product or Service

1. Core Competency 2. Strategic Asset 3. Core Process

Strategy
Customer Cognitive Space

Competency Space

Network Space

Benefit

1.Concept 2.Scope 3.Brand

Fit

Synergist

Efficiency
3.Brand

Differentiation
1.Concept 2.Scope

Strategic Positioning
Cost Differentiation

RPV
R = Resource P = Process V = Value