A vision statement is an organisational
statement that is a declaration of what the organisation hopes to become. One
of the primary roles of the Chief Executive Officer (CEO) is to form the vision
for the organisation to bridge the needs, requirements, and aspirations of its
internal and external stakeholders.
Secondary to the formulation of the Vision Statement is the organisation's Mission Statement. The CEO is instrumental in defining the organisation's mission, which addresses the organisation's purpose.
An organisation's purpose is its mission. However, developing an organisational Mission Statement requires a deep understanding of what an organisation hopes to achieve and why. A mission statement is brief in format but, if constructed well, forms an effective way to communicate an organisation's values and ambitions.
Within the UK social housing sector, the Mission Statement addresses what the social housing enterprise offers and how it will serve its customers, community, staff, and stakeholders. A mission Statement may also include the principles the social housing enterprise values and wishes to abide by.
A typical example of a Mission Statement within the social housing sector might be, "Our mission is to make a sustainable, positive change to the housing crisis for our customers and communities".
The primary role of a CEO is to develop a Mission Statement that helps to guide the organisation's actions and values and to provide a "go-to" statement for the organisation's staff that builds trust, understanding and empowerment within.
A Mission Statement also assists the Management Team with making decisions or forming new strategies that underpin the fundamental values, corporate strategy, and the organisation's value-for-money objectives.
Developing a Mission Statement is a crucial success factor in formulating an organisation's business strategy. It promotes a sense of shared expectations in staff. It is considered increasingly important in the social housing sector's small to medium-sized enterprises (SMEs).
A significant reason is the growing political complexity and socioeconomic environments within which social housing enterprises must operate and be managed to enable them to identify what they need to achieve.
The Mission Statement has become a management tool used over the last few decades as the role of social housing enterprises has changed from merely a housing provider to one where the social needs and arguably the wellbeing of the local community increasingly rely.
The vision statement has been deemed strategically critical to the success of a social housing enterprise in developing a meaningful Mission Statement. This is based on the findings of recent research into the social housing sector within the UK by the National Housing Federation.
The study investigated the existence and content of a social housing enterprise's Vision and Mission Statements to determine the relationships (if any) between the development of a meaningful Mission Statement and selected performance outcomes of the social housing enterprise.
The CEO assumes overall leadership for the implementation of an organisation's strategy. Their primary role is to inspire trust, empower and build self-confidence among the implementers of strategy, to ensure the participation of those involved in strategy implementation.
They must motivate them towards higher productivity whilst providing the overall direction for the organisation's strategy direction, which the social housing enterprise's external stakeholders and customers are increasingly steering.
The strategy of an organisation is only sometimes driven from the top down. An emergent strategy arises from the unplanned actions and initiatives of an organisation's Middle Management Team. It is typically viewed as the product of spontaneous innovation and is often a direct result of the daily prioritisation of decisions made by staff and Teams.
However, the Resource Based View (RBV) of strategy is a model that sees the organisation's resources as the key to formulating the strategic direction of the organisation. RBV is an approach to achieving organisational customer, community, staff, and stakeholder advantage that emerged in the 1980s and 1990s.
RBV was reinforced with the works published by Prahalad and Hamel ("The Core Competence of The Corporation"), Wernerfelt, B. ("The Resource-Based View of the Firm"), Barney, J. ("Firm Resources and Sustained Competitive Advantage") amongst others.
Organisational staff and Teams must understand an organisation's strategy as it is only if staff and Teams understand the strategy that they can dissect it into individual activities that they must complete to implement the strategy.
The critical primary driver of this is the CEO, who must be ably supported by their Executive Management Team, who will have formulated the social housing enterprise's Vision and Mission Statements together.
Social housing enterprises are increasingly leading the way in providing housing standards that engender the home as the foundation of improved living standards within society. Recent initiatives have focused on improving society's norms by delivering high-quality, low-cost housing, utilising assets supporting central and local government's net carbon zero targets.
Today's CEOs are accountable for more than their organisation's financial performance. They are increasingly responsible for creating social value for their organisation's performance. They must report to increasing stakeholders, from staff, Management Teams and Board Members to customers, clients, and the community.
The leadership style adopted within social housing enterprises since the late 1970s has become more entrepreneurial and less top-down bureaucratic. Strategy is increasingly being driven by the actions of Middle Management Teams.
Teams and staff are guided by the direction, mentoring and coaching leadership styles of today's CEOs, who increasingly focus on leading with authenticity, humanity, and heart to serve as a societal leader. They use their influence to advocate for policies on critical issues, such as improving housing standards within reduced costs whilst meeting strenuous net carbon zero targets.
Secondary to the formulation of the Vision Statement is the organisation's Mission Statement. The CEO is instrumental in defining the organisation's mission, which addresses the organisation's purpose.
An organisation's purpose is its mission. However, developing an organisational Mission Statement requires a deep understanding of what an organisation hopes to achieve and why. A mission statement is brief in format but, if constructed well, forms an effective way to communicate an organisation's values and ambitions.
Within the UK social housing sector, the Mission Statement addresses what the social housing enterprise offers and how it will serve its customers, community, staff, and stakeholders. A mission Statement may also include the principles the social housing enterprise values and wishes to abide by.
A typical example of a Mission Statement within the social housing sector might be, "Our mission is to make a sustainable, positive change to the housing crisis for our customers and communities".
The primary role of a CEO is to develop a Mission Statement that helps to guide the organisation's actions and values and to provide a "go-to" statement for the organisation's staff that builds trust, understanding and empowerment within.
A Mission Statement also assists the Management Team with making decisions or forming new strategies that underpin the fundamental values, corporate strategy, and the organisation's value-for-money objectives.
Developing a Mission Statement is a crucial success factor in formulating an organisation's business strategy. It promotes a sense of shared expectations in staff. It is considered increasingly important in the social housing sector's small to medium-sized enterprises (SMEs).
A significant reason is the growing political complexity and socioeconomic environments within which social housing enterprises must operate and be managed to enable them to identify what they need to achieve.
The Mission Statement has become a management tool used over the last few decades as the role of social housing enterprises has changed from merely a housing provider to one where the social needs and arguably the wellbeing of the local community increasingly rely.
The vision statement has been deemed strategically critical to the success of a social housing enterprise in developing a meaningful Mission Statement. This is based on the findings of recent research into the social housing sector within the UK by the National Housing Federation.
The study investigated the existence and content of a social housing enterprise's Vision and Mission Statements to determine the relationships (if any) between the development of a meaningful Mission Statement and selected performance outcomes of the social housing enterprise.
The CEO assumes overall leadership for the implementation of an organisation's strategy. Their primary role is to inspire trust, empower and build self-confidence among the implementers of strategy, to ensure the participation of those involved in strategy implementation.
They must motivate them towards higher productivity whilst providing the overall direction for the organisation's strategy direction, which the social housing enterprise's external stakeholders and customers are increasingly steering.
The strategy of an organisation is only sometimes driven from the top down. An emergent strategy arises from the unplanned actions and initiatives of an organisation's Middle Management Team. It is typically viewed as the product of spontaneous innovation and is often a direct result of the daily prioritisation of decisions made by staff and Teams.
However, the Resource Based View (RBV) of strategy is a model that sees the organisation's resources as the key to formulating the strategic direction of the organisation. RBV is an approach to achieving organisational customer, community, staff, and stakeholder advantage that emerged in the 1980s and 1990s.
RBV was reinforced with the works published by Prahalad and Hamel ("The Core Competence of The Corporation"), Wernerfelt, B. ("The Resource-Based View of the Firm"), Barney, J. ("Firm Resources and Sustained Competitive Advantage") amongst others.
Organisational staff and Teams must understand an organisation's strategy as it is only if staff and Teams understand the strategy that they can dissect it into individual activities that they must complete to implement the strategy.
The critical primary driver of this is the CEO, who must be ably supported by their Executive Management Team, who will have formulated the social housing enterprise's Vision and Mission Statements together.
Social housing enterprises are increasingly leading the way in providing housing standards that engender the home as the foundation of improved living standards within society. Recent initiatives have focused on improving society's norms by delivering high-quality, low-cost housing, utilising assets supporting central and local government's net carbon zero targets.
Today's CEOs are accountable for more than their organisation's financial performance. They are increasingly responsible for creating social value for their organisation's performance. They must report to increasing stakeholders, from staff, Management Teams and Board Members to customers, clients, and the community.
The leadership style adopted within social housing enterprises since the late 1970s has become more entrepreneurial and less top-down bureaucratic. Strategy is increasingly being driven by the actions of Middle Management Teams.
Teams and staff are guided by the direction, mentoring and coaching leadership styles of today's CEOs, who increasingly focus on leading with authenticity, humanity, and heart to serve as a societal leader. They use their influence to advocate for policies on critical issues, such as improving housing standards within reduced costs whilst meeting strenuous net carbon zero targets.
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