Igor Pistelak
Making the impossible look simple | COO | Passion for people and their success in business
Published Nov 9, 2017
What do vision, mission, and strategy mean to you? Which comes first? I always stumbled with these simple, but powerful words until I saw this little illustration.
Let’s put it into action with an analogy. I think about it like a ski trip. First, we decide to go skiing. This is the purpose (mission) of our trip. Next, we decide on our destination (our vision). Where do we want to go? We look at all of the considerations (snow level, weather forecast, cost and time of travel, available accommodation etc.) in order to make our choice. If conditions change, we might need to reassess and switch our destination (vision) but our purpose (mission) stays the same—we still want to go skiing.
This is a deceptively simple but very powerful way of thinking about this challenge. And it’s incredibly important because these are some of the most critical things business leaders or owners must determine. Quite often we lose the real point and meaning of these words. An idea or a dream that pops up in your head is not a company vision. It is just an inspiration to start thinking about these topics seriously.
Your business needs to have its purpose (mission) defined before you can choose its destination (vision).
But what do you think? Is it your mission or purpose that gets you out of bed in the morning, or are you driven by reaching your destination? For me, the purpose will always win the day.
You can find these and 100 more tips in the book "Journey to Profitability" and now in our new transformation ebook "Idea to Impact"
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Please share and comment, your opinions matter.
Professor at UBC (Vancouver, Canada) & Scientific Director, CIHR Institute of Musculoskeletal Health & Arthritis (IMHA)
2mo
Happy to share this one--food for thought. We come at it from a research perspective. I always remember that the vison for the local cancer centre was 'a world free of cancer'. It was prominent on the construction hoarding as the new building for the centre went up. I like 'Why does the business/research group exist?'.
Experienced M&A program manager and trainer
1y
Came a cross this post whilst researching the same thing. There always seems to be a healthy debate as to what comes first and I suspect it depends upon definitions, how one was business educated and, as others have stated, the pure practicalities of which stage of life the business is in. For me Vision proceeds Mission. I tend to think of it in terms of JFK and Space travel. The Vision is the human race travelling the stars,The Mission was to put a human on the moon.The BHAG was to do it by the end of 1969The Strategy was to build Apollo and the Saturn V rocket to get there and achieve the BHAG and the Mission JFK gave NASA.As you can see from my perspective a Vision is an aspiration that is not easily achievable yet given time reachable. The Vision is the glue that holds everything together, the reason for existing, etc.A Mission is an achieveable goal (set of goals) around which an organisation can coalesce and drive forwards. It is important to ensure that once you achieve your Mission you have the next one lined up as a stepping stone to the overall Vision.I developed a training course to help define an organisations Vision, Mission and from that a set of BHAG’s. Happy to discuss if anyone is interested.
5S Expert, Member of the Association of Iranian Ex-Participants in JICA Training Courses, Japan عضو انجمن فارغ التحصیلان دوره های آموزشی ژاپن
1y
Hi Igor, please tell me clearly when we write down company statement, which comes first, vision or mission? while we know vision is the bigger picture. I think there is no exact formula. It depends to each organization. For example your company has a capability, skills and specific resources and market, then you are doing some activities (mission) and now you define a destination (vision) for growth and development. On the other hand I have a dream (vision), then for realization it I define and do related activities by providing required resources (mission).
Unconventional thinker, value creator. Leadership, HR & business. Strategy, change & disruption. Faculty, executive coach and mentor.
2y
Mission first for an established business, vision first (maybe, not always) for a startup. Agree with Igor. Starts off with the answer to a simple question. Why does a business exist? The mission, from which strategy flows, defines what needs to be done for the business to exist. If that criteria is not met, we can keep on talking about vision, mission, values and purpose till the cows come home.As the organisation evolves, culture develops and a broad outline of where the organisation is headed starts taking shape. We can take corrective steps to ensure that we are headed in the right direction. Mission>Strategy>Execution>Culture...leading to where is the organisation headed.To put vision before mission would imply that we have an idea which serves as a direction. It might have lofty ideals without any connection to reality or execution. And if it clashes subsequently with the main raison d etre of an organization's existence, what do we do? Change the vision of where we are headed, or stubbornly pursue our vision? That would be hara-kiri.The steps we take to ensure business continuity while adapting, sustaining and thriving in our environment is how we shape up as an organization, and shapes our vision of what we will be.
Vision is first. Here's why... Mission - in the management literature - is actually somewhat poorly defined. It includes both purpose and what you're doing now. (By most accounts I've seen.) As a result, these things are conflated. At this point, Mission has to come second. Why? Because Vision is the aspiration as to what you want to be. The actions you take, (which includes what you're doing now/mission), are informed by that aspiration. Not the other way around. Further, purpose is somewhat redundant to Vision anyway. If my purpose is to "Save the World" then to have a "Saved World" is the aspirational vision anyway. If you still want to think of a Vision as a Destination at the end of a chain, that's fine. It's the same thing. There's a place you want to go. That came before your purpose anyway. All of this may be somewhat academic, and an old argument. But that's my take on it anyway. May have to think about this some more if it doesn't make my head hurt too much.
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As someone deeply immersed in the intricacies of business strategy and leadership, let me dissect the concepts embedded in Igor Pistelak's article, "Making the Impossible Look Simple." My extensive expertise in the field allows me to illuminate the nuances that might escape the casual reader.
In the piece, Pistelak adeptly tackles the often perplexing trio of vision, mission, and strategy—a trinity that bedevils even seasoned business leaders. Drawing on his keen insights, he employs a compelling analogy to demystify these concepts, likening them to a ski trip. This analogy serves as a testament to his profound understanding, as it encapsulates the essence of strategic decision-making with remarkable clarity.
Pistelak posits that the purpose of the trip, akin to a company's mission, is the foundational driver. It's the bedrock on which all subsequent decisions hinge. Following this, the destination—the vision—is meticulously chosen after considering a multitude of factors. Here, Pistelak showcases his deep comprehension by highlighting variables such as snow levels, weather forecasts, travel costs, and available accommodations. This meticulous consideration mirrors the real-world complexities business leaders grapple with when defining their organizational vision.
The author astutely acknowledges the dynamic nature of external conditions, emphasizing that the vision (destination) might need reassessment in response to changes. This awareness of the ever-evolving business landscape underscores Pistelak's practical wisdom.
What sets Pistelak apart is his debunking of misconceptions. He dismisses the notion that a fleeting idea or dream equates to a company vision—a common pitfall for aspiring entrepreneurs. This discernment reveals his commitment to steering readers away from trivializing these critical concepts.
Moreover, Pistelak extends the conversation beyond theory, referencing his book, "Journey to Profitability," and a new transformation ebook, "Idea to Impact." This self-reference not only showcases his authoritative grasp of the subject matter but also invites readers to delve deeper into his reservoir of knowledge.
To fortify his arguments, Pistelak incorporates valuable insights from the LinkedIn community, fostering a collaborative environment. Notable contributions from individuals such as Karim Khan and Mark Spickett enrich the discourse, reinforcing the credibility of the article.
In conclusion, Igor Pistelak's article is a testament to his profound expertise in navigating the complexities of business strategy. Through a meticulously crafted analogy, practical insights, and community engagement, he distills the essence of vision, mission, and strategy, making the seemingly impossible appear refreshingly simple for business leaders and enthusiasts alike.