We assume that every Company has defined its Mission, Vision, Values and Strategy. But are they all aligned?

While the Mission is the reason for existence, serving others, the Vision is the picture of the success in a future that is 5 or 10 years out. Values are the principles of the Organisational Culture and are the compass for the company and employees.

The analysis of the Strategy Consistency can be summarised as follows: Is the Strategy aligned with the Mission and Vision? In other words, are all the business processes in place to close the Vision and Mission gap for the coming 10 years?

Frequently, we observe that Mission and Vision statements have been defined in full enthusiasm of the Entrepreneur but disappear from the Radar and are replaced by a Strategy definition, that evolves over time and gets completely disconnected from the Vision ….

Referring to the Competitive Strategy blog, we distinguish 3 externally oriented Strategies. It is generally accepted that a Company or at least a Division should choose only one Strategy. This has several advantages: it can be simply explained to and understood by all Employees and Customers; an even much bigger advantage is the fact that it allows to define and optimise Business Processes for a single goal.

Here we come to the essence of the analysis: it is the rule rather than the exception that Business Processes have been set up to serve two strategic choices. Unnecessarily to explain that this leads to inefficiency and sub-optimisation. So, the challenge is to discover these misalignments …

If you want to learn more about the way Processes have to be tuned to the Strategy, read our future blogs, or contact us for an F2F contact.