VISION

CREATION

By: Assoc. Prof. Dr. Somjai Phagaphasvivat

VISION

MISSION

Objective

SWOTSWOT

SWOT

Action Plan

Strategy

MISSION

Objective

SWOTSWOT

SWOT

Action Plan

Strategy

Concept of Vision

1. Strategic Direction2. Personal View of The future3. 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 communicatesa public image to important stakeholder groups in the

company’s 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 firm’s philosophy or core value.

QUALITY OF VISION

1. Simple2. Communicative3. Commitment4. Long Lasting5. Challenging But Realistic [ Achievable ]

Cases in Vision and Mission

Case 1 : New Port News Shipbuilding’s Mission Statement

“ We shall build good ships here – at the profit if we can – at the loss if we must – but always good ships. ”

“ To improve the quality of home life by designing, building, marketing, and servicing

the best appliances in the world.”

Case 2 : Maytag Corporation’s Mission

Vision

“Harley Davidson,Inc. is an action-oriented,internationalcompany, 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.”

Case 3 : Harley Davidson’s Vision and Mission

Mission

“ We fulfill dreams through the experience of motorcycling , by providing to motorcyclists and tothe general public an expanding line of motorcycles and branded products and services in selected marketsegments.”

“ เรามุ่��งมุ่�นที่�จะเป็�นธนาคารที่�ให้�บร�การครบวงจรชั้��นน�าของป็ระเที่ศ มุ่�ความุ่แข!งแกร�งที่างการเง�น มุ่�สมุ่รรถภาพระดั�บสากลในการให้�บร�การ

ล(กค�าที่�กกล��มุ่ มุ่�ผล�ตภ�ณฑ์-ที่างการเง�นที่�ส�าค�ญครบถ�วน... ”ดั�วยการที่�างานเป็�นที่�มุ่เดั�ยวก�นของกล��มุ่การเง�นไที่ยพาณ�ชั้ย-

Case 4 : พั�นธกิ�จของธนาคารไทยพัาณิ�ชย�

[Siam Commercial Bank’s Mission]

Case 5 : วิ�สั�ยท�ศน�และพั�นธกิ�จของกิารไฟฟ�าฝ่�ายผล�ต

Vision : เป็"นองค�กิรช�#นน$าในภู'มิ�ภูาคอาเซี*ยน

Mission : ผล�ตและจ$าหน,ายไฟฟ�าอย,างมิ*ป็ระสั�ทธ�ภูาพั

และค$าน-งถึ-งสัภูาพัแวิดล0อมิ

Case 6 : AIS’s Vision Statement

Vision

“ AIS เป็"นผ'0น$าท*1มิ*พัลวิ�ตระด�บแนวิหน0า ในด0านเทคโนโลย* นวิ�ตกิรรมิใหมิ, ๆ และกิารให0

บร�กิารท*1มิ*ค5ณิภูาพัเหน6อระด�บในธ5รกิ�จ ”โทรคมินาคมิไร0สัาย

Case 7 : True Corporation’s Vision

“ ย5ทธศาสัตร�และวิ�สั�ยท�ศน�ของ ทร' ค6อ กิารเป็"นผ'0ให0บร�กิารด0านกิารสั61อสัารครบวิงจรและมิ5,ง

ตอบสันองล'กิค0าเป็"นหล�กิ อ*กิท�#งย�งเป็"นผ'0ให0บร�กิารหน-1งเด*ยวิของป็ระเทศท*1สัามิารถึให0

บร�กิารโทรศ�พัท�พั6#นฐาน ระบบสั61อสัารไร0สัาย อ�นเทอร�เน8ตควิามิเร8วิสั'ง และผล�ตภู�ณิฑ์�และ

”บร�กิารด0านเน6#อหาต,างๆ อย,างหลากิหลาย

Case 8 : วิ�สั�ยท�ศน�และพั�นธกิ�จของป็ตท.

VISION The leading petroleum exploration and production company with operational excellence, international best practices, and world-class competitive strengths

MISSIONTo conduct our core business by operating and investing in petroleum exploration, development, production, and strategic related business in Thailand and overseas

Case 9 : วิ�สั�ยท�ศน�และภูารกิ�จของ DTACวิ�สั�ยท�ศน�ของเราด*แทค จะเป็"นบร�ษั�ทสั61อสัารโทรคมินาคมิท*1ป็ระชาชนเจาะจงเล6อกิใช0บร�กิาร ท5กิเมิ61อท*1ต0องกิารสั61อสัารถึ-งกิ�น อย,างมิ*ป็ระสั�ทธ�ภูาพั ท�#งในกิารด$าเน�นธ5รกิ�จและในช*วิ�ตป็ระจ$าวิ�น

ภูารกิ�จของเราด*แทค จะเป็"นบร�ษั�ทสั61อสัารโทรคมินาคมิช�#นน$าระด�บโลกิ ท*1 • เข0าถึ-งควิามิต0องกิารของผ'0บร�โภูค และน$าเสันอนวิ�ตกิรรมิใหมิ,ๆ รวิมิถึ-งกิารบร�กิารท*1ด*ท*1สั5ด เพั61อตอบสันอง ควิามิต0องกิารของล'กิค0าได0อย,างฉั�บไวิ

• สัร0างบรรยากิาศกิารท$างานท*1เป็=ดโอกิาสัเต8มิท*1ให0พัน�กิงานได0แสัดงควิามิสัามิารถึ และเต�บโต รวิมิถึ-ง ให0ผลตอบแทนท*1เหมิาะสัมิกิ�บผลกิารป็ฏิ�บ�ต�งาน

• สัร0างควิามิมิ�1นใจให0กิ�บล'กิค0า ผ'0ถึ6อห50น น�กิลงท5น และท5กิฝ่�ายท*1เกิ*1ยวิข0อง

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 Bear’s 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

Nonconsumers orNew-Market

DisruptionCompete against

nonconsumption

Dif

fere

nt p

erfo

rman

ce

mea

sure

Per

form

ance

Low-End

Disruption

Nonconsuming

Contexts

Target overshot

customers with

lower-cost

business model

Sustaining

Innovation Bring

better products

into established

markets

Time

Time

•Telephone

•Personal computers

•Photocopiers

•Discount retailing

•Steel minimills

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 TrapThinking Trap

1. Framing Trap

2. Status Quo Trap

3. Over-Confidence Trap

Thinking ParadigmThinking Paradigm

Strategic Thinking

Creative Thinking

Trap Ridden Thinking

SECI ProcessVISION CREATION DIALECTICS

Tacit

ExplicitTacit

Explicit

Sharing and creating Tacit knowledge through direct experience

Articulating tacit Knowledge throughDialogue and reflection

Systemizing and applying explicit knowledge andinformation

Learning and acquiring new tacit knowledge in practice

Sociali-zation

Exter-nalization

Interna-lization

Combi-nation

Source : Adapted from Nonaka and Takeuchi , 1995

The Competitive Challenge

• Reengineering processes

• Organizational transformation

• Competing for market share

• Regenerating strategies

• Industry transformation

• Competing for opportunity share

Finding the FutureFinding the Future• Strategy as learning

• Strategy as positioning

• Strategic plans

• Strategy as forgetting

• Strategy as foresight

• Strategic architecture

Old Paradigm Strategy New Paradigm Strategy

• Strategy as fit

• Strategy as resource allocation

• Strategy as stretch

• Strategy as resource accumulation and leverage

Mobilizing for the Future

Getting to the Future Getting to the Future FirstFirst

• Competing within an existing structure

• Competing for product leadership

• Competing as a single entity

• Maximizing the ratio of new product “hits”

• Minimizing time-to-market

• 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 StrategyNew Paradigm Strategy

Customer Interface

Core Strategy

Strategic Resources

Value Network

Customer BenefitConfigurationCompany Boundaries

Network

Customer

= Product or Service

1. Core Competency2. Strategic Asset3. Core Process

1

2

3

New Paradigm SWOT

1.Concept

2.Scope

3.Brand

Competency Space Network Space

Efficiency

Differentiation

Strategy

Benefit1.Concept2.Scope3.Brand

Synergist

Customer Cognitive Space

Fit

Strategic Positioning

Cost

Differentiation

RPV

R = Resource

P = Process

V = Value