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Three Sigma Inc

Making Your Mission OperationalA process model for transforming your mission into work

Copyright 2003 Three Sigma, Inc.

The first job of the leader is to think through and define the mission of theinstitution. Peter Drucker.

The leader must transform the intentions of the institutions owners, as reflected inits mission, into work that produces meaningful results. This requiresunderstanding the philosophy and thinking that created and guides the institution.

The manner in which organizations choose to communicate their mission variesgreatly from slogans, to big audacious goals, to vision statements, to simplestatements of tasks performed. These missions can be written or unwritten.Regardless of the format used to express them, missions reflect a purpose andvision emanating from some very basic beliefs and assumptions that many timesare implied rather than explicitly stated. The leader must think through andinterpret these explicit and implicit elements, the logic behind them, and theirrelevance to the realities facing the organization to transform its mission intomeaningful work

All organizations are part of a larger society and their purpose, work, and vision(their mission) should reflect how they intend to contribute to this larger society.Missions stem from a set of core beliefs and assumptions that define the need forthe organization and the results it expects to achieve. These are the fundamentalsupon which every organization is founded and are the source of its basic values andpriorities.

Since society and the system in which the organization functions are in constantmotion, its societal role changes over time and may eventually become obsolete.Therefore it is prudent to periodically review the organizations mission and thebeliefs and assumptions upon which it is based to assess whether they still reflect

the realities it faces.

High performance organizations are driven by a compelling sense of purpose and achallenging vision. Effective leaders must define their organizations formal (or implied) missionstatement in terms that make it motivating and operational. It is the leaders interpretation of andenthusiasm for the organizations purpose and vision that determines thecommitment and energy level it receives from its workforce and the results itachieves.

PURPOSE AND VISION

Purpose defines the fundamental reason for your organizations existence. It answers thequestion, Why are we doing the things we are doing? Since the responses to this questionreflects a value judgment, purpose statements tend to be abstract. Examples:

Our purpose is to create better things for better living through chemistry.

Our purpose is to expand mans knowledge of the universe.

Because it is abstract purpose may not be unique and different organizations could have thesame or similar purposes. Purpose is the source of commitment to the organization from itsworkforce, supporters, customers, and the community. People are motivated by a cause theyperceive to be noble and they enjoy being part of group sharing a common purpose. Theperceived value and appropriateness of your organizations purpose determines the level of

commitment and support it receives. An inspiring and uplifting purpose will generate more

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commitment than one perceived to be superficial or self-serving. For example, expandingmans knowledge of the universewould probably be perceived as nobler than conductingscientific research in outer space. Either statement could define the organizations purposebut which one is chosen would likely have a significant impact on the level of commitment,energy, and enthusiasm it receives from its workforce and supporters (i.e. the Congress).

Vision is a picture of what the organization is trying to accomplish in carrying out itspurpose. It describes how the organization intends to focus its role or business in the

future. It answers the question, What are we trying to create or achieve? The visionstatement should describe what will be accomplished, where and for whom. While purposetends to be abstract, vision is specific and measurable or at least assessable. Examples:

Our vision is to be the worlds leading developer of synthetic materials and fabrics forcommercial and industrial applications.

Our vision is to put a man on the moon and return him safely.

While purpose may not be unique, vision is unique and differentiates the organization fromothers. The perceived gap between your organizations vision and its current reality is thesource of the emotional energy that drives its actions.

Purpose and vision are often used synonymously with mission. This approach has somepitfalls. Using only the purpose as the mission statement does not communicate what theorganization does or what it wants to accomplish. Example:

Our mission is to create better things for better living through chemistry.

Since there is no gap between current reality and vision, this statement does not generateany emotional energy to drive its activities.

Using only the vision as the mission statement leaves out why the organization is engaged inthis activity and why people should be committed to it. Example:

Our mission is to put a man on the moon and return him safely.

Since there is no stated reason for this effort, there is nothing to inspire commitment. Thesestatements can generate short-term enthusiasm but provide no enduring reason to maintainthis support when things get tough.

Combining purpose and vision creates a more meaningful mission statement describing whythe organization exists and what it intends to accomplish.

Our mission is to create better things for better living through chemistry by becominga world leading in developer of synthetic materials and fibers for commercial andindustrial applications.

This mission statement is capable of generating commitment from its sense of purpose and

emotional energy from its vision.

This website provides some models that will help you identify and examine your beliefs andassumptions and clarify your organization's purpose and vision. See Examine Your BusinessTheory and A Strategic Thinking and Planning Workbook for Social Entrepreneurs andNonprofit Executives.

Defining Your Mission and Goals

The following questions provide a structure to help leaders think through anddefine their organizations mission. They are also useful to help boards of directors




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develop a greater understanding of their organizations mission and the leaderstask in converting it to work.

1. What do you believe is the fundamental reason for your organizations existence,its purpose?

Purpose answers the question, "Why are we doing the things we are doing?"

Use your answer to this question to draft a statement defining your perception of yourorganization's purpose.

2. What are the core beliefs and assumptions that explain and provide the rationalefor your perception of your organizations purpose?

Core beliefs and assumptions answer the question, Why are the things we are doing important?

Core beliefs and assumptions provide the logic that identifies the need yourorganization intends to fulfill,

They are the source of the emotion that fuels commitment and support for yourorganization.

They define your organizations role in society and identify the recipients and

beneficiaries of its products and services.

List the key beliefs and assumptions that you feel explain your organization's purpose.

3. What work does your organization do to accomplish its purpose and who are thebeneficiaries and recipients of its efforts?

Your organizations work defines how it contributes to society and what it does to carryout its purpose.

Organizing and accomplishing work is how the leader achieves results.

Your organization's work must remain focused on those who are supposed to benefit

from its results.

4. What is your vision for the organization?

Vision answers the question, "What are we trying to accomplish, where, and forwhom?"

Vision is usually expressed as a single overarching goal describing what theorganization intends to accomplish.

Use your answers to these questions to draft a statement describing how you defineyour organization's vision.

NOTE The leaders perception and definition of the organizations purpose and visionsets its direction, scope, and energy level. Therefore it must be consistent with theformal or implied mission of the organization.

5. How will you measure vision attainment?

Identify the quantifiable indicators you will use to measure vision attainment and thevalues of these indicators that will define success.

6. What are your key goals?

Goals are subdivisions of your vision that describe the operating, financial, social, and




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other conditions you must bring about to achieve your vision.

Goals provide clarity and depth to your vision. They breakdown your vision intofunctions that identify the key activities that must be accomplished.

Goals establish the framework for formulating strategy and setting objectives.

7. How do you measure these results?

Identify the quantifiable indicators you will use to measure goal accomplishment andthe values of these indicators that will define success.

Write your goals and define how you will measure accomplishment.

Identifying the Barriers to Goal Attainment

Barriers are systems obstacles that impede the attainment of goals. Barriers are notproblems. Barriers cannot be fixed or solved. They must be recognized and dealt with orcircumvented. They are part of the context in which the organization's strategy is formulatedand implemented. Barriers originate from:

Mental models, images, and attitudes (workforce, customers, clients, investors,contributors, taxpayers, etc.).

Social norms and customs.

Industry competitive structure and life cycle stage.

Organizational culture and risk tolerance.

Socio-economic conditions and trends (demographics, economic growth, life styles,etc.).

Physical barriers that cannot be changed (distance from customers, state of the arttechnology limitations, geography, terrain conditions, language, etc.)

Barriers are root cause structural relationships that must be overcome or circumvented.Identifying barriers to achieving your goals requires a systems perspective.

Barriers are not a lack of something, such as funds or resources. They are real blocks. Theyare the reason for the lack of funds or resources, such as outmoded funding strategies orconflicting priorities. Barriers are difficult to identify because they are frequently not obvious.It generally requires root cause problem solving techniques to discover them. The followingtechnique may help you.

State each goal and answer the question, What obstacles must we overcome toachieve this goal? If your answer is a lack of something, such as money,people, facilities, etc. follow with a second question. Why is lack of ----- abarrier? Continue asking why questions until you arrive at an answer that

does not indicate a lack of something.

This website contains a Root Cause Problem Solving Model that will show you how to discoverroot causes or you can contact Three Sigma for assistance.

What barriers must you overcome to accomplish your goals?

List your goals and identify the barriers to achieving each of them. Since barriers are root causes or system structural relationships, a single barrier

may obstruct a number of goals.




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Formulating Your Competitive or Operational Strategy

Strategy is the framework that guides the decisions that generate the actions that producethe results you want to achieve. An effective strategy will enable you to overcome orcircumvent the barriers to goal accomplishment.

Business organizations use a competitive strategy format that focuses on economicperformance. Non-profit organizations use an operational strategy format that focuses onsocial contribution and effectiveness. Both of these models are available on this website.

Setting Objectives

Setting objectives is the critical step in transforming your mission into work. Objectives arethe basis for work and assignments. Objectives should define the work to be done with clear,unambiguous, measurable results, the timetable for completion, and the individualaccountable. Objectives are the vehicle for strategy implementation.

The work of setting objectives, work planning, and performance measurement is simplified byan organizational structure that identifies the functional activity needed to accomplish theorganizations work and facilitates communications among those accountable for results. Aformal organizational structure establishes accountability for results and clear lines ofcommunication.

Three Sigma has a model that can help you plan your work. Seewww.threesigma.com/perfmeas_model.

What is the work you must accomplish to achieve your goals?

List the objectives describing the work required to accomplish each of your goals. Objectives are based on expectations which are informed guesses at best and

depend on many factors that are beyond your control. Therefore detailedplanning more than 12 months into the future is usually unproductive.

The time required for goal accomplishment may extend beyond the time framethat can be reasonably planned so designing objectives in work tasks of 12months or less will make planning easier and provide the flexibility to adjust to

future uncertainties.

Objectives should include the critical performance standards required by yourtactics and strategy.

What operating profit or operating margin will be needed to accomplish theseobjectives?

Balance these objectives against your profit or operating margin expectations. The human, physical, and financial resources required must be identified and

provided to those accountable for results.

Objectives must be balanced against attainable profitability. Profit planning isessential to ensure these objectives do not exceed the profitability with which

the organization can expect to operate.

Measuring Performance, Analyzing Variances, and Taking CorrectiveAction

Measuring performance, analyzing variances, and taking prompt corrective action are thefinal requirements for goal achievement.

This website contains several models to help your organizational planning. A CompetitiveStrategy Model will help you formulate your competitive strategy. A Planning, Budgeting,and Performance Measurement Template guides you through the planning process andprovides a vehicle to record your planning decisions, goals and objectives. A Profit Planning




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Model will show you how to determine your operating profit requirements. PerformanceMeasurement 101 will show you how to develop a performance measurement process.

THREE SIGMA CAN HELP YOU EXAMINE YOUR MISSION AND ADJUST IT TO YOUR CURRENTREALITY ([email protected]).

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