Confused about the difference between mission and vision? or between purpose and mission? You’re not alone. I am frequently asked about the difference between mission vision purpose strategy and goals, and where do values fit?
Many people don’t care about definitions, and that’s unfortunate. Having clear definitions distinguishes the concepts from each other. And since there is an order of operations, where each one drives the next, it’s important to understand how they relate.
Ken Favaro in the Harvard Business Review says “ignoring, blurring, or misunderstanding concepts creates sloppy thinking, deciding, and doing at all levels of an organization.” For example, if you focus on goal-setting without considering the larger vision, you are likely to end up with goals that don’t matter.
However, since there are no commonly agreed upon definitions for any of these terms, you will need to decide which definitions make most sense to you. With that in mind, here are the definitions I’ve found most useful in my work over the past 30 years helping leaders create a compelling vision and identity the strategies to achieve it.
Mission and Purpose
Mission is about who you are. It answers the questions “What is our purpose?” and “Why do we exist?” Some people prefer to use the term Purpose, as there is less confusion about what it means, but essentially mission and purpose are synonyms and mean the same thing.
My definition: Mission is your purpose or reason for existence.
Vision
Vision is about the possibilities of what you can become. It encompasses purpose, but is broader. Vision provides a clear picture or mental image of the ideal end-state. Because mission (purpose) is a supporting factor of a clear vision, I include it as one of the components and suggest creating one statement that includes purpose, values and picture of the end result.
My definition: Vision is knowing who you are, where you’re going, and what will guide your journey.
“Who you are” is your purpose (mission.)
“Where you’re going” is the picture of the ideal state.
“What will guide your journey” are your values.
Values
Values are deeply held beliefs about what is right and good and evoke standards that you care deeply about. They drive your behaviors and decisions. We all have values that guide our choices and actions, either consciously or unconsciously. When people in an organization share the same values, they will develop the collective habits that shape the culture of the company. To create an enduring vision, values must support the purpose.
My definition: Values are guiding principles that provide broad guidelines on how to behave on a day-to-day basis.
Strategy
Strategy explains how the organization will move forward. It describes the broad thrusts or themes from which specific actions arise. There might be three or four key strategies that drive the vision.
My definition: Strategy is a high-level method or plan of action that defines the path toward your vision.
Goals
Goals are the milestones that mark your progress toward your vision. They are the actions you intend to take along the path and quantify and define the steps you will take.
My definition: Goals are the specific, measurable actions you intend to take.
The real difference between mission vision purpose strategy and goals
Strategy and goals might change. For example, unforeseen events can throw you off course. A real vision is enduring. It might seem to change, but that’s a function of it becoming more clear as you come closer to it.
Vision and strategy are broad. Goals are focused and specific.
Personally, I don’t bother quibbling about whether you call your statement a mission statement or a vision statement or about whether you have three separate statements or just one statement that includes everything – as long as you end up with clarity on who you are, where you’re going, what will guide your journey, and your next steps. What’s important is to create a common understanding and shared meaning throughout your team or organization about where you’re going and how you’re going to get there.
Jesse Lyn, what a wonderfully articulated article. So logical, easy to follow and so spot-on.
Thank you for this excellent post to help those in leadership and management positions get it right!
Respectfully,
So glad you found it helpful, Steve. We need a common language to talk about these important matters.
I agree, especially in these challenging times in our nation’s daily events and ‘offerings’.
Jesse Lyn, when I was in Sales we called this stuff HR Voodoo. Like you I’m still as confused as ever.
I’ve found that asking 2 questions, “what do we do?” and “what business are we really in?” sets a good context for this kind of big-picture discussion.
And the best example of this is from Charles Revson, president of Revlon cosmetics… “In the factory we make cosmetics, in the stores we sell hope.”
Great quote from Revlon. It might have helped the factory workers if they had understood that also. Many thanks for your insights, Mark.
Spot on Jesse – the difference between mission and vision is critical, yet so many use them interchangeably.
and as a result there is a huge missed opportunity.
servant am so glad to go through your teachings am really blessed and may God continue to give you strength to reach more people. I didn’t know the different between MISSION, VISION AND PURPOSE But glory to God now I know thank you so much.
Glad to hear that. Thank you
Clarity carries the day as you have so clearly stated, pun intended. As long as those leading the group (organization, company, team, etc) are clear about each of their definitions and how one serves and supports the other, carries everyone forward, whatever works to accomplish the established goals will suffice. That’s what worked for me.
It occurs to me that clarity and shared meaning is the glue that holds the group together. Vision is the engine that moves them forward.
Thanks for such a clear statement of these important concepts.
So glad you found it helpful!
Outstanding and very helpful. Most organizations need to self check to ensure they are still in line with their vision and mission. That is why it is important to communicate the vision and mission statements on a regular basis.
Indeed. There’s nothing to measure against if you don’t know where you’re going. You remind me of what the caterpillar told Alice in Wonderland… “If you don’t know where you’re going, it doesn’t matter what path you take.”
I used to counsel clients to follow certain dictums about these differences. After many years, and working with many large companies, I realized that one of the greatest gifts I could offer them (not just management, but everyone), was to invite them adopt whichever one concept made them most comfortable — whether that was vision, mission, or purpose — and to discard the others. However, I also made sure that whichever one they picked focused on the value-creating potential of the enterprise as a whole — the distinctive contribution the company was capable of making in the marketplace and the world. There was always a palpable sigh of relief; always.
People can only remember so much and less is always more. One central ‘north star’ draws far greater energy in service to long-term success, than two or three.
Btw, I completely agree with the importance of having a robust set of values around which to guide behavior!
I appreciate your insistence that they clarify the distinctive value-creating potential of the enterprise. I’m not sure I agree with focusing on only one concept. I believe that at a minimum, a company needs clarity of purpose, values and strategy. For example, I find that companies that focus only on their values and not on who they are (or on their identify), create strong culture but are missing clarity when they need to make key business decisions, especially during times of change (which is basically all the time). Many thanks for sharing your insights, Larry.
Extremely useful and easy to comprehend. Thank you Jesse for explaining this with examples and simple logic. This is the first post I read at the start of my day and I feel great about having a clearer idea about what each of these words mean and what their relevance is in the larger scheme of things.
Delighted to hear that, Vidhi.
IN personal terms, when it comes to mission or purpose, some people think that is something we only have to worry about at a senior age,,as some kind of legacy or example we would like to leave for our family and close friends.
So, my question is: Is a mission/purpose permanent or it changes all over the life, according to the circumstances?
That’s a good question, Sergio. My own view is that sometimes people think they know what they want and once they get it are not truly satisfied. But this is because they did not do a good job of clarifying their purpose (vision). My experience is that when you have done a good job of surfacing your vision, it becomes more robust the closer you get to it, but the essence of it does not change.
Jesse Lyn, if I understand what you have written above, the key is ‘alignment’ between these five components to create an effective, efficient, and productive work/life environment. I can totally agree this is a powerful achievement and worthy of striving to achieve.
Respectfully,
Yes, and not only do they need to be aligned, but it is best if they are identified in the order I explained as each drives the next.
My underlying understanding of each definition is these are organizational constructs. Organizations establish these to drive what will make the business successful. A major conflict occurs when organizational values are confused with an employee’s personal values, and employees think they will be treated in accordance with the organizations’s values. for example, a “customer is always right” organizational value, may be very different than the internal culture established to ensure that value is followed. You describe various culture types well ‘4 types of organizational culture’ in the hyperlink. In this article you’ve used “you” and an “organization” interchangeably and it creates a false equivalency for me.
Yes, they are constructs and depend on shared meaning to be effective. I agree with your points about the confusion that arises when they are not clearly articulated. You might appreciate my post Lessons from the Costa Concordia: A Case For Company Values. I was aware of the possibility of confusion in my use of “you” and “organization” in the post, but decided to risk it as these definitions also apply to personal mission, values, etc (although I am NOT suggesting individuals should create a strategic plan for their lives). Many thanks for your thoughts, Dennis!
G’day Jesse, Thanks for sharing your point of view of on this. I too struggled with the confusion for some time and then Simon Sinek nailed it – Why, How, What – I love the simplicity and its so easy for folks to get it.
The Learning Moment Model is – clarity around – why, how & what – then the elements are People (culture) Purpose, Values, Strategy, Execution (goals & tactics) Learning
Yes, “Why, How, What” are a good way to frame the most important questions that need to be answered. Love the work you have done at WD-40. Many thanks for weighing in here, Garry!
This is really good I remember a mission statement on the wall and no one really understood it; however when it was linked to values and culture that allowed it to become more understood, also sense of place is fundamentally important and often overlooked
Good points, Bill. Mission alone can seem dry. The juice is in the values. Appreciate your comment about linking it to a sense of place.
Always enjoy your thoughtful work!
Many thanks Chip!
Thank you Jesse Lyn for a succinctly put together post on the differences and the linkages between mission/purpose, vision, strategy, goals, values and culture (M/PVSG-VC). I am able to frame my recommendations a lot more clearly as a result.
I am working with a recently acquired business that has just undergone it’s 5th change of ownership (shareholder) and/or name in 10yrs. The initial stance taken by the new owners was to let the existing Managing Executive carry on with business as usual, using use existing M/PVSG-VC. Although lack of change management is deemed to be one of the top reasons for merger integration failure, no change management was deemed necessary at point of acquisition as the transaction was considered a simple change of ownership. Two years down the line, business performance is declining and morale is low. The new owners are looking for a solution to the problems and a way to avoid a similar occurrence in future mergers and/or acquisitions.
The recommendation would be for the business to revisit/redefine their M/PVSG-VC and use the opportunity to introduce any changes the new owners might want to include, followed by a rigorous change management and communication process to focus the business on the newly defined strategy, values & culture. In essence, in spite of it being two years down the line, is it too late to revisit the M/PVSG-VC, and is it proper to change the foundations on which the acquired business was founded. Would welcome your thoughts.
It is never too late to revisit these things. And from what you describe, it would be a mistake not to. If they are looking for a solution to the current problems, they first need to be clear about who they are and where they’re going. (As the Cheshire Cat told Alice in Wonderland, “if you don’t know where you’re going, it doesn’t matter what path you take.”) A place to start is by asking the senior leaders what their vision is and see if they share the same vision. Good luck!
Agree with some parts, disagree with others.
Vision vs Mission: Vision has a broaden, less static range. While the Mission is more linked to Organizational expectation for you or your department (job/funcional ser vice delivery and quality) – mission can change and evolve each year, Vision is a definition of what foi want to be. What you want to define your work and value, either now or in 10 years from now. The Vision should be inspiring and definir, keeping you motivated today, the next year, and só on. It’s the big carrot held ahead. It’s the pineacle foi want to achieve and be.
Thanks for your thoughts José. I do see overlap between your definitions and mine.
Thanks Jesse Lyn. I’ve been frustrated for many years with trying to fully understand the precise differences between mission, vision, purpose and goals. These concepts are so vitally important to an individual and organization but most espousing these concepts either don’t understand or don’t articulate them very well. Thank you for helping clear the fog…great work.
So glad you found this helpful, Jim. As you point out, having clear definitions is important, and it is essential that they help you create a vision that actionable and not just a pie-in-the-sky statement that means nothing.
I agree totally and I have shared the sight with my Discussion Board at school. I currently attend American Intercontinental University. Moving fast pace receiving my degrees in Business Administration.
So glad you found it helpful, Florence. Best wishes on completing your degree.