Leadership and Strategy: Vision Statement Analysis Report

This report examines the significance of a well-defined vision statement within an organization, emphasizing its role in attracting stakeholders and aligning with organizational goals. It explores the concept of a vision statement and contrasts it with mere aspirations, using Apple as an example of a customer-centric company. The report delves into the crucial aspects of crafting a shared vision that resonates with all stakeholders, ensuring their understanding and commitment through effective communication and innovative strategies. It highlights the importance of setting attainable yet ambitious visions and how the Generics Group's vision, centered on wealth creation through technology, could have been sustained through strategic measures, leadership, and industry analysis. Furthermore, the report underscores the importance of innovation and creativity in attracting stakeholders and achieving organizational objectives, referencing the rebranding of Generics Group to Sagentia in 2007, and the appointment of a new CEO to drive the vision forward.

Organisation’s Vision
Student Details
1-1-2020

VISION STATEMENT 1
Table of Contents
1. Is vision just a dream?............................................................................................................2
2. How can you create a vision that all stakeholders will share?...............................................2
3. How can you ensure that people throughout the organisation understand and are committed
to the vision?..............................................................................................................................3
4. Should a vision be attainable or not quite attainable?............................................................3
5. How could Generics Group’s vision have been sustained?...................................................4
References..................................................................................................................................5

VISION STATEMENT 2
1. Is vision just a dream?
The organisation is required to focus on developing an organisation vision so that the
stakeholders within the industry can be attracted and the organisational goals and objectives
can be achieved. The vision developed should be sustainable and achievable within the
industry so that the organisation can effectively develop strategies for the growth of the
organisation within the industry. The vision of the organisation effectively focusses on
defining the organisational ultimate goals or the main purpose, the organisation exists within
the industry, the vision statement is not just a dream for the organisation. Apple, leader within
the smartphone industry has a vision to be the customer centric company and to develop a
place where people can get their needs and requirements fulfilled. The organisation activities
are being developed and formed in the direction of the vision statement (Hull, 2012).
The vision created within the organisation should be focused on the organisation’s
impact within the industry in future, also it should be able to clearly state the aim of the
organisation for which the organisation is being operated within the industry. Along with the
organisational aim mentioned, the vision statement should also be focused on the
stakeholder’s perspective. As an organisation can achieve success within the industry if the
stakeholders support the organisation. therefore, it is required that the vision statement
developed by the organisation should also reflect the benefits or the importance of
stakeholders for the organisation (Mirvis, Googins, & Kinnicutt, 2010).
2. How can you create a vision that all stakeholders will share?
To ensure that the stakeholders within the organisation effectively take part within the
activities within the organisation and are committed towards the organisation vision, the
organisation is required to focus on ensuring that the organisation vision includes the needs
and requirements of the stakeholders of the organisation, and the vision includes the aspect
which motivates and inspire the stakeholders within the industry, as the organisation focus on
improving the wealth of the stakeholders within the industry, such factors motivates the
stakeholders to participate in organisational activities (Bourne, 2016).
The vision of the organisation should be effectively communicated to the stakeholders
within the organisation through multiple channels or sources so that it can be ensured that the
stakeholders of the organisation effectively understands the goals and objectives of the
organisation and the benefits of the stakeholders in supporting the organisation in achieving
the goals and objectives of the organisation. The organisation should focus on introducing

VISION STATEMENT 3
innovation as a part of its vision statement, as the innovative organisation results in attracting
stakeholders within the organisation. Also, to ensure that the stakeholders are effectively
committed towards the vision of the organisation, the management should focus on
developing effective leadership within the organisation so that any confusion or any clarity
regarding the working of the organisation and the activities of the employees within the
organisation can be managed effectively and can be ensured that the organisation vision
effectively contributes towards the achievement of the organisational goals and objectives
(Folkman, 2014).
3. How can you ensure that people throughout the organisation understand and are
committed to the vision?
The vision developed within the organisation should be effectively focused on
developing statements that are attainable by the organisation, as the goals and strategy
developed within the organisation is according to the organisation’s vision, therefore it is
required that the management effectively focus on ensuring that the vision of the organisation
is developed after effectively analysing the factors within the industry and based on the
factors the vision statement should be developed so that the attainability of the vision
statement can be ensured within the organisation (Joachim, 2010).
The vision of the Generics Group is to create wealth through technology within the
industry, which was focused on providing the technical services in return for the financial
gain for the organisational. The organisation vision is effectively focused on the development
of the organisation along with increasing the wealth for its stakeholders within the industry.
The vision of the Generics Group can be effectively ensured by implementing effective
measures within the organisation. Also, the organisation has appointed a new CEO for the
organisation so that the organisation’s goals and objectives can be achieved and it has
resulted in an increase in the gains for the organisation (Gill, 2011).
4. Should a vision be attainable or not quite attainable?
Also, a clear vision statement helps the organisation in guiding the employees within
the organisation to engage themselves in achieving the organisational goals and objectives.
Setting attainable vision statement for the organisation is also required so that the
stakeholders within the industry can effectively understand the organisational aim within the
industry and develops a positive image for the organisation within the industry. If the goals
set for the organisation is unattainable then the management will not be able to develop

VISION STATEMENT 4
strategies within the organisation as per the vision of the organisation and it will impact the
organisational performance within the industry (Kohles, Bligh, & Carsten, 2012).
The vision of the Generics includes creativity and innovation as the key concepts,
involving such concepts within the vision of the organisation results in attracting the
stakeholder within the industry and to contribute towards the organisational goals and
objectives. Therefore, the vision of the Generics is effectively developed and with the
effective strategies developed within the organisation will result in sustaining the vision of
the organisation within the industry (Gill, 2011).
5. How could Generics Group’s vision have been sustained?
Generics group has been rebranded as Sagentia in 2007, to improve the valuation at
the organisation it is required that the management focus on effectively implementing the
principles and guidelines developed by the existing management board and implement the
tactics so that the effectiveness of the organisaiton can be achieved. Also, the organisation
has appointed a new CEO, the activities of the CEO should be focused on industry analysis
and the technology requirements within the industry, and be integrated with the strategic
goals and vision, so that the client requirements within the industry can be fulfilled and the
organisation vision can be sustained.
The vision of the organisation effectively focuses on defining the organisation’s goal
or the objective within the industry, the organisation should be focused on introducing factors
through which the management would be able to attract the stakeholders within the industry
and to develop policies so that the organisation’s goals can be achieved. Generics Group has
an effective vision which is focused on creating wealth for the organisation also includes
factors so that the stakeholder’s objectives can be met, as it includes creativity and innovation
as the key elements of the organisation’s vision.

VISION STATEMENT 5
References
Bourne, L. (2016). Stakeholder Relationship Management: A Maturity Model for
Organisational Implementation. London: Routeledge.
Folkman, J. (2014). 8 Ways To Ensure Your Vision Is Valued. Retrieved March 17, 2020,
from https://www.forbes.com/sites/joefolkman/2014/04/22/8-ways-to-ensure-your-
vision-is-valued/#5241d9154524
Gill, R. (2011). Case Study, Visionary Leadership at The Generics Group. In Theory and
Practice of Leadership (pp. 134-135). London: SAGE publications.
Hull, P. (2012, December 19). Be Visionary. Think Big. Retrieved from Forbes:
https://www.forbes.com/sites/patrickhull/2012/12/19/be-visionary-think-big/
#49aa7fe93c17
Joachim, A. (2010). Interface between Corporate Vision, Mission and Production and
Operations Management. The Global Journal of Management and Business .
Kohles, J. C., Bligh, M. C., & Carsten, M. K. (2012). A follower-centric approach to the
vision integration process. The Leadership Quarterly, 476-487.
Mirvis, P., Googins, B., & Kinnicutt, S. (2010). Vision, mission, values:. Organizational
Dynamics, 316-324.