question archive Understanding the mission statement and vision of the organization is the first step in strategic planning (Taugher Change, 2009)
Understanding the mission statement and vision of the organization is the first step in strategic planning (Taugher Change, 2009)
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Understanding the mission statement and vision of the organization is the first step in strategic planning (Taugher Change, 2009). Strategic planning cannot be successful unless everyone understands why the organization exists and its future goals. Following a review of the mission statement, the next step would be to examine data from internal and external sources to obtain an accurate picture of the organization's current position within its industry (Olsen, 2012). The following step would be to determine where the organization wants to be in the future, and a clear understanding of the vision is required for this step (Olsen, 2012). Organizational-wide strategies with long-term and short-term goals must be developed (Olsen, 2012). The action plan must be clear to all organization members, with predetermined and scheduled review dates to ensure that the goals are met and what is and is not working (Olsen, 2012).
The case study includes strategic planning elements such as understanding Southwest Airlines' mission and vision to provide friendly customer service delivered with warmth and smiles at a lower cost than traveling by car on the interstate (Heskett & Sasser, 2013). They also had specific objectives that were reviewed and adjusted as needed. For example, Southwest altered its strategy to achieve maximum utilization of its fleet (Heskett & Sasser, 2013). After selling one of their four planes to stay in business during their first year, they devised a plan to have a 10-minute turnaround time from gate arrival to pushback from the gate (Heskett & Sasser, 2013). Over time, airplanes grew in size and capacity, accommodating more seats and passengers, increasing carriage freight (Heskett & Sasser, 2013). A 10-minute turnaround was no longer feasible; however, Southwest's turnaround time remains less than its competitors, at around 30 minutes, roughly half of its competitors (Heskett & Sasser, 2013).
Large organizations may face a challenge to ensuring that everyone understands the organization's mission and vision, especially in larger organizations such as Southwest Airlines. Another challenge that larger organizations may face is reaching an agreement on goals for implementing the idea in the future. Ineffective communication is a challenge in all organizations, but it is exacerbated in larger organizations and affects leaders. To effectively communicate with and engage their team, leaders must have a clear understanding of the plan.
Without team engagement, goals may not be met or may take longer to achieve, threatening the organization's long-term viability.
