hello, Dirk--
as you probably have seen and will hear, there are lots of ways to do
this. Right now, I'm using some elements from Mike Davidson's book
"Transformation of Management" that uses the concept of a grand strategy
that uses elements of vision, mission, objectives and goals and speaks to
using these concepts in developing a strategic process.
What I've done (to simplify the use of words) is to cast these in the
terms of:
where we're going (vision)
how we get to where we're going (goals)
what we need to do to get there (objectives)
organizational purpose (mission) and values are (Davidson points out)
inherent in an organization if it is still viable, and may need to be
reviewed, refreshed and remembered. I believe that it's important to the
process to revisit purpose and values, to ensure that the vision, goals
and objectives are aligned with purpose and reflect the organizational
values.
a critical part is identifying objectives that strategically support the
goals>vision and which are measurable so that progress is visible.
finally, vision, goals and objectives should be revisited periodically
(not only to measure progress, but also to renew and change them when
appropriate).
hope this helps a little.
regards,
Doc
--"Richard C. Holloway" <learnshops@thresholds.com>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>