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58 Strategic Planning in the Airport Industry 5.2.2 Defining a Vision Worksheet 5.02, "Defining a Vision for Your Organization" will assist the planning team in developing a vision statement by doing the following: · Suggesting that individual planning team members describe the present and desired future state (5 to 10 years out) of their organization in 11 different areas and note where gaps exist between the present and desired future conditions. Important background information that may be of assistance in completing this worksheet is provided in the Chapter 4 worksheets, any economic impact study prepared for the airport, and other airport planning documents, such as the business plan, master plan, and marketing plan. · Suggesting that individual planning team members critique any existing vision statement. · Instructing the planning team to jointly draft a vision statement and evaluate the statement against the requirements for a successful vision statement (e.g., the vision statement is clear and concise and builds upon the organization's competitive advantage). The planning team should then make any necessary changes to the vision statement and seek internal and exter- nal review. The vision statement may also need to be revised to take into account any new information obtained through completion of the environmental scanning worksheets pro- vided in Chapter 6. To create a vision statement for an organization, complete Worksheet 5.02, "Defining a Vision for Your Organization." 5.3 Values Statements A values statement describes the way an organization desires to conduct itself, both internally and externally, while engaging in its business activities. The values statement should answer the following three questions: (1) How should our organization treat external stakeholders? (2) How should we treat our fellow employees? and (3) How do we want our organization to be viewed by external stakeholders and employees? Elements of an organization's values are often embedded in mission and vision statements, as reflected by the examples of the airport strategic plans reviewed during the research phase of this project (less than one-third of the strategic plans reviewed contained a separate values state- ment). However, best practices from outside the airport industry suggest that a separate values statement should be developed to accompany the organization's mission and vision statements. A recent study of the corporate sector shows that almost 90 percent of companies have a written corporate values statement.35 Research on customer-driven strategic planning also shows that "best in class" organizations rely heavily on their core values to shape their actions.36 These guid- ing principles transcend time, market conditions, executive personalities, and planning assump- tions. Therefore, both stakeholders and employees can more easily identify an airport organization's values if they are contained in a separate statement. 35 Chris Kelly et al., Deriving Value from Corporate Values (McLean, VA, and Washington, DC: Booz Allen Hamilton, Inc., and the Aspen Institute, 2005). Available online at www.boozallen.com/media/file/145534.pdf (accessed May 28, 2009). 36 Federal Benchmarking Consortium, Serving the American Public: Best Practices in Customer-Driven Strategic Planning (1997). Available online at http://govinfo.library.unt.edu/npr/library/papers/benchmrk/customer.html (accessed May 28, 2009).
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Defining and Articulating the Organization's Mission, Vision, and Values 59 In the corporate sector, according to a 2005 study by the Aspen Institute and Booz Allen Hamilton, the top five most common values included in corporate values statements relate to the following:37 · Ethical behavior/integrity (90 percent of companies surveyed) · Commitment to customers (88 percent of companies surveyed) · Commitment to employees (78 percent of companies surveyed) · Teamwork and trust (76 percent of companies surveyed) · Commitment to shareholders (69 percent of companies surveyed) Although an explicit values statement is a significant tool for reinforcing an organization's ability to act on its values, this tool is most effective when accompanied by explicit Chief Execu- tive Officer (CEO) support for the values contained in the statement.38 5.3.1 Example Values Statements Examples of values statements (from airport, corporate, and public sector organizations) col- lected during the research phase of this project follow. Airports · Lebanon Municipal Airport shall: Manage responsibly all resources entrusted to us. Value forward thinking and innovation. Serve with honor and integrity. Be responsible for our actions. Provide friendly and efficient service. Value the public's confidence and trust. Value our community and corporate partnerships. Value open and honest communication. Work as a team39 (Lebanon Municipal Airport) · Our Core Values: Integrity We do business in an honest, fair, open and respectful manner. We live up to our responsibilities, meet our objectives, and fulfill our commitments. We maintain our credibility through timely communication with customers, employees and stakeholders. We instill confidence in all who deal with our organization that we can be depended to act with the highest moral and ethical standards. Fiscal Responsibility We make sound financial decisions that balance the interests of the community, partners, stakeholders and customers. We make decisions that help to drive the economic vitality of this region. We maintain policies to provide adequate revenues to operate without general tax support or the exercising of our authority to levy taxes. 37 Chris Kelly et al., Deriving Value from Corporate Values (McLean, VA, and Washington, DC: Booz Allen Hamilton, Inc., and the Aspen Institute, 2005), 3. Available online at www.boozallen.com/media/file/145534.pdf (accessed May 28, 2009). 38 Ibid, p. 8. 39 Airport Strategic Plan, 2007. www.flyleb.com/Home_Lebanon_Airport.aspx
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60 Strategic Planning in the Airport Industry Innovation and Excellence We seek creative and innovative solutions to complex challenges. We set high standards in all aspects of our organization and focus on continuous improvement. Commitment to the Community and the Environment We are responsive to the environmental concerns of the community. We demonstrate leadership in sound environmental management. We promote open and honest communication about environmental concerns. Teamwork We reach common goals through strong relationships based on trust. We commit ourselves to open and respectful communication40 (Metropolitan Airport Commission) Corporate · Do What's Right We are committed to the highest standards of ethical conduct in all that we do. We believe that honesty and integrity engender trust, which is the cornerstone of our busi- ness. We abide by the laws of the United States and other countries in which we do business, we strive to be good citizens and we take responsibility for our actions. Respect Others We recognize that our success as an enterprise depends on the talent, skills and expert- ise of our people and our ability to function as a tightly integrated team. We appreci- ate our diversity and believe that respect--for our colleagues, customers, partners, and all those with whom we interact--is an essential element of all positive and productive business relationships. Perform With Excellence We understand the importance of our missions and the trust our customers place in us. With this in mind, we strive to excel in every aspect of our business and approach every challenge with a determination to succeed.41 (Lockheed Martin Corporation) · JetBlue embraces five values that represent the company and create our unique culture: Safety Caring Integrity Fun Passion42 (JetBlue Airways) Public Sector NASA is privileged to take on missions of extraordinary risk, complexity, and national pri- ority. NASA employees recognize their responsibilities and are accountable for the impor- tant work entrusted to them. If good strategic planning provides the long-term direction of our Agency, our shared core values express the ethics that guide our behavior. We value: 40 Metropolitan Airports Commission, The Metropolitan Airports Commission Strategic Plan 20092013. Available online at www.metroairports.org/mac/docs/2009-2013_Strategic_Plan.pdf. 41 Lockheed Martin Corporation, "Our Values Statement." Available online at www.lockheedmartin.com/aboutus/ethics/ index.html. 42 JetBlue Airways, "Our People." Available online at www.jetblue.com/about/ourcompany/annualreport/2002/our- people.html
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Defining and Articulating the Organization's Mission, Vision, and Values 61 · Safety--NASA's constant attention to safety is the cornerstone upon which we build mis- sion success. We are committed, individually and as a team, to protecting the safety and health of the public, our team members, and those assets that the Nation entrusts to us. · Teamwork--NASA's most powerful tool for achieving mission success is a multi-disciplinary team of competent people. The Agency will build high-performing teams that are committed to continuous learning, trust, and openness to innovation and new ideas. · Integrity--NASA is committed to an environment of trust, built upon honesty, ethical behavior, respect, and candor. Building trust through ethical conduct as individuals and as an organization is a necessary component of mission success. · Mission Success--NASA's reason for being is to conduct successful space missions on behalf of this Nation. We undertake missions to explore, discover, and learn. And we believe that mission success is the natural consequence of an uncompromising commit- ment to safety, teamwork, and integrity.43 (National Aeronautics and Space Administration) 5.3.2 Drafting a Values Statement By completing Worksheet 5.03, "Drafting a Values Statement for Your Organization," the planning team will do the following: · Individually inventory the organization's currently practiced values, list any additional val- ues they would like to see their organization adopt, rank the top values that they would like to see reflected in the values statement, and evaluate any existing values statement that the organization currently has. · Jointly draft a values statement using the results of the individual assessments detailed above and evaluate the statement against the requirements for a successful values statement (e.g., the val- ues statement is understandable to people internal and external to the organization). The plan- ning team should then make any necessary changes to the values statement and seek internal and external review. · Use a technique to establish group consensus on what values should be reflected in the values statement, such as "Las Vegas Voting," a type of queue sorting technique.44 After individual team members have ranked their most desired values in Step 3 of the worksheet, as part of Step 5 of the worksheet, the leader of the planning team should list each team member's two most desired values on a flip chart. The planning team leader should then instruct the team that they have five votes to distribute among the values as they choose and take an oral tally of the votes associated with each value. Team members can use all five votes on one value if they choose. After the votes for each value are tallied, the three or four values that receive the most votes will then be articu- lated in the values statement. To create a values statement for an organization, complete Worksheet 5.03, "Drafting a Values Statement for Your Organization." 43 National Aeronautics and Space Administration (NASA) "NASA Core Values." Available online at http://employeeorientation. nasa.gov/main/CoreValues.htm. 44 Rod Napier et al., High Impact Tools and Activities for Strategic Planning: Creative Techniques for Facilitating Your Organization's Planning Process (New York: McGraw Hill, 1998), 398399.