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56 Strategic Planning in the Airport Industry Members of the planning team should complete Steps 1 through 5 of Worksheet 5.01 individ- ually and then share their suggested mission statements with other members of the team. The planning team should then jointly complete the entire mission statement worksheet and draft a mission statement that will be adopted by the organization. To create a mission statement for an organization, complete Worksheet 5.01, "Developing a Mission Statement for Your Organization." 5.2 Vision Statements A vision statement provides a brief description of the goals of the organization and the ideal state that the organization aims to achieve in the future. A vision statement is consistent with the preferred definition of strategic planning, as reflected in the online survey, as a process that helps define an organization's long-term future. Not all airport strategic plans reviewed during the research phase of this project included a vision statement; however, a majority of the strate- gic plans did. Whereas a mission statement is operational and focuses on the purpose of the organization, including its current activities, a vision statement is future-oriented. Research has shown that a vision statement can improve organizational performance as well as individual follower per- formance, but only if the vision statement contains certain characteristics:27 A vision statement should be both concise and clear. The average vision statement is about 35 words or two to three sentences. The statement should be long enough to clearly describe the vision, but not so long as to be difficult to remember. Clarity can be enhanced by avoiding jar- gon and buzzwords and using understandable terminology. A vision statement should be future-focused and inspirational. The vision statement should be a stable enough benchmark that only infrequent updating is necessary. A vision statement can be made inspirational by emphasizing fundamental organizational values, emphasizing working together, highlighting the organization's uniqueness, and referring to employee capabilities. A vision statement should explain what the organization will look like in the future by address- ing the organization's desired customer focus, the market position that the organization's management aspires to achieve, the business activities the organization plans to pursue, and the capabilities the organization plans to develop. 5.2.1 Example Vision Statements Examples of vision statements (from airport, corporate, and public sector organizations) collected during the research phase of this project follow. Airports The Authority's vision is to exceed our customer's expectations by making the aviation system in Hillsborough County one of the most efficient, safe, secure, convenient, and cost competitive air transportation centers in the world. (Hillsborough County Aviation Authority, Tampa, Florida).28 27 Shelly Kirkpatrick, "How to Build a Better Vision Statement," Journal of Academic Leadership, 6, no. 4 (2008). Available online at (accessed May 28, 2009). 28 Tampa International Airport, "Vision Statement." Available online at istration/mission_vision.asp.

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Defining and Articulating the Organization's Mission, Vision, and Values 57 The Nanaimo Airport will maximize its potential to be a dynamic, customer focused, air services gateway to western North America. (Nanaimo Airport Commission, British Columbia, Canada).29 To be recognized as safe, innovative and progressive; financially strong; a leader in pur- suit of globally emerging opportunities; and a source of pride to all. Building on the strengths of our invaluable community and employee resources, we are dedicated to quality and customer service. (Winnipeg Airports Authority, Manitoba, Canada)30 Corporate People: Being a great place to work where people are inspired to be the best they can be. Portfolio: Bringing to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs. Partners: Nurturing a winning network of customers and suppliers, together we create mutual, enduring value. Planet: Being a responsible citizen that makes a difference by helping build and support sustainable communities. Profit: Maximizing long-term return to shareowners while being mindful of our overall responsibilities.31 (The Coca-Cola Company) Grace strives to be a premier specialty chemicals and materials company. We provide innovative technologies and value-added products and services around the world to enhance the quality of life.32 (W. R. Grace and Company) Public Sector BPA will be an engine of the Northwest's economic prosperity and environmental sus- tainability. BPA's actions advance a Northwest power system that is a national leader in providing: High reliability; Low rates consistent with sound business principles; Responsible environmental stewardship; and Accountability to the region. We deliver on these public responsibilities through a commercially successful busi- ness.33 (Bonneville Power Administration) Providing timely, convenient, safe and environmentally friendly transportation alterna- tives . . . SFMTA [San Francisco Municipal Transportation Agency] enhances the quality of life of San Francisco.34 (San Francisco Municipal Transportation Agency) 29 Nanaimo Airport Commission, Nanaimo Airport Commission 2007 Strategic Plan. Available online at www. 30 Winnipeg Airports Authority 2011 Strategic Plan. 31 The Coca-Cola Company, "Mission, Vision & Values." Available online at mission_vision_values.html. 32 W. R. Grace and Company, "Vision, Purpose & Values." Available online at 33 Bonneville Power Administration (BPA), "Vision." Available online at 34 San Francisco Municipal Transportation Agency (SFMTA), San Francisco Municipal Transportation Agency 20082012 Strategic Plan. Available online at