What is vision statement

What is vision statement?

Vision

: Defines the desired or intended future state of an organization or enterprise in terms of its fundamental objective and/or strategic direction. Vision is a long term view, sometimes describing how the organization would like the world in which it operates to be. For example a charity working with the poor might have a vision statement which read "A world without poverty"

It is sometimes used to set out a 'picture' of the organization in the future. A vision statement provides inspiration, the basis for all the organization's planning. It could answer the question: "Where do we want to go?"

The creation of a vision statement can be a great asset to just about any type of organization. Essentially, a vision statement takes into account the current status of the organization, and serves to point the direction of where the organization wishes to go. As a means of setting a central goal that the organization will aspire to reach, the vision statement helps to provide a focus for the mission of the corporation, business, or non-profit entity. Here is some information about the construction of a vision statement.

While vision statements and mission statements are very similar in nature, there is a fine point of difference between the two documents. A mission statement is more concerned with the overall aim of the business, a simple statement of the company’s reason for being. Often the statement will include verbiage that makes a pledge to deliver a superior product or service to customers on a consistent basis. From this perspective, a mission statement is about maintaining a certain quality or attribute.

Difference between Vision and Mission Statement

The short answer is that it only matters if you use them. Vision and Mission Statements can be power-packed drivers in a company culture when they are done right, and when they are used to release the potent energy within the people who make up that company. (Don’t for a moment think that companies are made up of anything else.) The best missions and visions become mantras for action; they’re catalysts. The worst ones are those pretty, carefully crafted ones up on the walls in frames that are long and detailed: too much to memorize and remember, too much to bother with at all. No one pays attention to them, and no one lives them. Rotate them with famous quotations or snippets from eloquent speeches and no one will even notice, because none of the real people in the company say those things.