How to write a useful vision and mission

Most companies have them; a vision and/ or a mission. When formulated well, these statements can be very powerful in inspiring, aligning and guiding your organisation. Especially when you have thousands of people working for you (who in larger organisations often work in silos), it helps your business when everyone's efforts are directed toward a common goal. On top of that, these statements also have the potential of enthusing employees about a higher purpose than simply making and selling… erm… let’s say very specialised, technical parts.

So much for the theory.

Why are the mission and vision misused?

What has really surprised me over the years working as a brand strategist, is that the vision and mission are more often than not misused. I’ve come across visions and/ or missions that only vaguely match their definitions. That are mixed up. Or that are so lengthy and full of bland marketing jargon that they tell you exactly nothing about a company’s direction. They simply lack focus.

Why is it that the vision and mission are so often applied wrongly? Does it mean that no one learns the proper marketing basics anymore? Does it mean that most business leaders and marketeers don't give a f*** about their strategy? Or does it mean that politics in larger corporations suffocate a clear strategy. Maybe all of the above, to some extent. Whatever the reason, cause for concern, since a clear strategy is what makes a business attractive, competitive and (potentially) successful!?

To understand the true meaning of the vision and mission, you can simply start with the dictionary definitions of the words. Vision, first of all, stands for clear-sightedness. And in news and business articles, the word is often used in the context of looking ahead. Think of: "The CEO presented his vision for the future." According to the dictionary, the word 'mission' stands for ‘goal’ or ‘assignment’ – that you impose on yourself to accomplish. In the organisational context this word dates to religious and military groups, for whom alignment and direction was (and still is) very important.

Vision: Aim for the stars…

When translated into a brand strategy, the vision is your point on the horizon, aiming ambitiously beyond the day-to-day business. It is basically what total success looks like and should be formulated (i.e. conceived of) by senior management. It asks the leaders to use their imagination; what is your dream for the future? What do you want to change in the world or should be your role in society? It’s a long-term goal, and the idea is to aim for the stars, and hopefully land on the moon.

A well-known example:

“Accelerate the world's transition to sustainable energy” by Tesla"

[Note: when Tesla formulated this vision for the first time, it sounded much more ambitious than today – partly because Tesla has already accelerated the world’s transition to sustainability energy]

Another example is IKEA’s vision:

“To create a better everyday life for the many people”

Which, I have to admit, could easily be interpreted as a hollow phrase. But when you elaborate on it and make sure your stakeholders (especially your employees) understand it, it can be an effective tool in becoming a high achiever. IKEA explains its vision by saying: "We want to have a positive impact on the world – from the communities where we source our raw materials to the way our products help our customers live a more sustainable life at home." So, from product development to the supply chain, and from the customer journey to a customer’s home, you can imagine how this phrase is actionable and able to align the organisation.?

Mission: What you promise your customers

Your mission statement should also be ambitious, because it explains your added value in a market. But it’s much more down to earth than a vision, because it is about the business you’re in today. Therefore, actionability is much more important. Preferably your added value is unique, so you need to think a little harder than ‘We want to give our customers the best service possible.’ Aim to redefine your category – rather than simply defining it – so that it distinguishes you from the competition. Keep in mind, if your mission is too generic, it’s not going to inspire anyone.?

Unlike your vision – primarily aimed at your internal stakeholders – your mission is basically a promise to your customer – regardless of your customer ever reading it.

An example of a mission is Nike’s famous

“To bring inspiration and innovation to every athlete* in the world

*If you have a body, you are an athlete”

This phrase has given Nike its focus for the past decades; constantly innovating on their products, advertising them larger than life, and educating its customers that they can outperform themselves (and their peers), regardless the level on which they perform. For another example, let's go back to IKEA. Their mission statement is

“To offer a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them.”

Though the Swedish ‘interior designer’ (my description) calls it a 'business idea', to me it sounds like a typical mission, since it defines the brand’s added value for the customer; well-designed and affordable.

[Tip; The podcast Acquired made a wonderful episode about the history of IKEA. It explains in great detail how they stay true to this mission statement – or business idea, if you like]

The diluted purpose: Everyone wants to save the world

So, having defined the vision and mission, I’d say there is quite a clear distinction between the two, right? Well, to make things more complicated, when you search for the meaning of a mission statement, you often come across definitions that include the ‘purpose’ of a brand into the mission statement. Especially in the US. But nowadays a company’s ‘purpose’ is usually about a company’s elevated dream for the future. In fact, purposes are more and more often about wanting to save the world (i.e. planet or society). That’s why the brand’s purpose should be part of your vision statement. Remember, whenever you’re looking far ahead, into the future, you are talking about your vision.

The mistake of merging the purpose and mission into one statement, might originate from Peter Drucker (a consultant and management professor at NYU in the 50s and 60s), who popularized the mission statement. He advised executives “to define the purpose and mission of their businesses as a kind of strategic imperative.” But he also famously stated: “The purpose of a business is to create a customer.” His ‘purpose’ therefore seems much more down to earth – and economical. But times have changed.

Today, corporations all seem to want to save the world in their vision and/or purpose. As a consequence, the value of these kinds of statements is slowly eroding. Shell, for example, has the following vision:

“To advance the circular economy while enabling the energy transition.”

Apart from the fact that this it is not really clear what Shell is trying to promise here, the oil and gas company seems to be greenwashing its purpose. Because it is clear by now that it will remain a ‘drill baby drill’ company as long as possible – if only to please its shareholders.

So, if you find it difficult to formulate a higher purpose/ vision that is more authentic than simply wanting to be ESG or shareholder-compliant, stick to a strong mission statement. Just make sure you find an added value that matches with the strengths of your company, distinguishes you from the competition, and fulfils the needs of a specific customer.?

Simon Sinek’s golden circle

If you do want to explore your company’s higher purpose, another model that could be useful is Simon Sinek’s ‘golden circle.’ It is based on Sinek’s 2009 best-seller ‘Start with Why – How Great Leaders Inspire Everyone to Take Action.’ Sinek’s golden circle consists of a Why, How, and What. The ‘Why’ represents a brand’s long-term aspiration – very similar to a vision. The ‘How’ describes how the Why is made possible, explaining your special/ competitive skills, processes, culture, etc. And the ‘What’ explains in what business you are. Preferably this is your own, unique product category (made possible by your Why and How). Sinek’s theory is that people buy stuff with which they have an emotional connection, and that’s why you should start with asking yourself ‘Why’?

Sinek’s ‘What’ is essentially the same as a mission statement, though more concise, since a mission statement often also includes a How and for whom. The advantage of Sinek’s model, however, is that its process (Why => How => What) forces you to logically compile the different ingredients that are put in a vision and mission.

How to write your catchy promise – keep it simple

Whatever statement or model you use, it’s all about formulating a strong promise to your internal and/or external stakeholders, so that you stay focused and ambitious. If you want to formulate something truly aspirational and inspiring, there are a few things to keep in mind when writing it. And I am not talking about the fact that it should match with your DNA, appeal to a customer, be unique in your market, actionable, future-proof, etc. All very important, but my tips are specifically about how you write it.?

-??????? First of all, be concise – one or two (three max) short sentences. If you need more, write a brand manifesto. Usually, longer statements aren’t better statements – rather the opposite. Longer probably means that there’s too much politics going on in your company and that no hard choices have been made. Positioning is all about making hard choices (and thus sacrificing some things), so that you can become the very best at something or – better – unlock your own product category.

-??????? Use clear language, not just understood by (a few) people on the inside. Avoid jargon. And avoid vague language, which is ironically often used so that no one can be held accountable. The whole idea, however, behind these statements is to be held accountable – and incite ownership.

-??????? Formulate something original and inspiring, because you want to create an emotional click with the reader, make your employees proud, and others admire you. To do so, it doesn’t hurt to have someone from the outside (with copywriting skills) have a look at it – I am genuinely not saying this because I am an independent brand strategist, though you may always DM me. ;) But seriously, I am saying this because when you are stuck in certain thinking frame (slowly built over the years), it is hard to introduce a fresh perspective on your business.

To sum it all up; keep your statements simple, focused and inspiring – whether it’s a vision, mission, purpose, Why, How, What, brand promise/ essence, or whatever essential guiding principle. So that as much people as possible understand it, embrace it, and want to run with it. And, finally, ask yourself the question; would I write this in capitals on my wall for every employee to read it and feel inspired? If not, try again.