Adizes - How to Define an Organizations Mission _EN/TH
Summary
TLDREl segmento analiza la importancia de definir una misión organizacional específica y no genérica, diferenciándola de los valores de una empresa. Explica que la misión debe basarse en las capacidades, necesidades de los clientes y cambios del entorno, como factores tecnológicos, sociales y económicos. Subraya que las empresas deben adaptarse a las oportunidades y amenazas del mercado. También resalta que una misión clara guía el crecimiento, fomenta la adaptación y refleja los valores de la organización, ayudándola a mantenerse competitiva frente a la competencia y la evolución del entorno.
Takeaways
- 📝 La definición de una misión organizacional es crucial y no es solo una moda; es esencial para entender la dirección y el propósito de una empresa.
- 🎯 Una misión genérica no es útil; debe ser específica y única para la organización, no aplicable a cualquier otra.
- 🤔 La misión no es solo un enunciado; es una guía de acción que debe reflejar las necesidades y capacidades actuales y futuras de la empresa.
- 👥 Conocer a los clientes y sus necesidades es fundamental para definir una misión que tenga sentido y sea relevante.
- 🛠 Las capacidades de la empresa, tanto las que posee como las que debería tener, son esenciales para definir una misión realista y alcanzable.
- 🔄 La misión debe ser dinámica y adaptarse a los cambios en la tecnología, los mercados y la economía.
- 🌐 El análisis del entorno, incluyendo cambios tecnológicos, económicos, políticos y sociales, es esencial para anticipar oportunidades y amenazas.
- 💡 La identificación de la 'zona de juego' de la empresa, basada en sus capacidades y necesidades de los clientes, ayuda a enfocar la misión en áreas clave.
- 🚫 Una misión clara también puede incluir límites, como decisiones éticas o estratégicas que la empresa ha tomado para definirse.
- 📈 La misión debe ser un documento conciso, de una página, que resuma la esencia de la empresa y su dirección en el futuro.
- 🌟 La misión no es estática; debe evolucionar con la empresa, reflejando cambios en sus valores, capacidades y el entorno en el que opera.
Q & A
¿Por qué es importante definir una misión para una organización?
-Definir una misión es crucial porque proporciona una dirección específica y clara sobre lo que la organización pretende lograr, más allá de objetivos genéricos como 'satisfacer a los clientes' o 'ser responsable con la sociedad'.
¿Cuál es el error más común en las declaraciones de misión de las empresas?
-Un error común es crear declaraciones de misión demasiado generales que podrían aplicarse a cualquier empresa, en lugar de ser únicas y específicas para la organización en cuestión.
¿Qué diferencia hay entre una declaración de misión y una declaración de valores?
-Una declaración de misión especifica lo que la empresa busca lograr, mientras que una declaración de valores describe cómo la empresa desea operar, incluyendo principios como responsabilidad social y retorno de inversión.
¿Cómo puede una empresa identificar su misión específica?
-Primero debe entender quién es, cuáles son sus capacidades y qué necesidades satisface en el mercado. A partir de ahí, puede definir una misión única que refleje su propósito y su papel específico en el mercado.
¿Qué papel juega el entorno cambiante en la definición de una misión empresarial?
-El entorno cambiante, incluyendo factores tecnológicos, legales, sociales, culturales, económicos y políticos, influye en las oportunidades y amenazas que enfrenta la empresa, lo que a su vez puede requerir cambios en la misión.
¿Qué son los 'oporthreats' mencionados en el script?
-Los 'oporthreats' son una traducción literal del término chino que se refiere a las oportunidades y amenazas que existen simultáneamente en el entorno empresarial, dependiendo de cómo la empresa las maneje.
¿Por qué es importante que una misión sea concisa y específica?
-Una misión concisa y específica ayuda a enfocar los esfuerzos de la organización en lo que es realmente importante, evitando objetivos genéricos y asegurando que todos los miembros de la empresa comprendan claramente la dirección a seguir.
¿Cómo debería estructurarse una declaración de misión efectiva?
-Una declaración de misión efectiva debería tener una sola página, indicando el negocio en el que está la empresa, cómo está cambiando el mundo a su alrededor, y cómo planea adaptarse a esos cambios para seguir siendo relevante.
¿Qué se debe considerar al analizar los cambios en el entorno empresarial?
-Debe considerarse cómo los cambios tecnológicos, legales, económicos, políticos, socioculturales y físicos pueden afectar a la empresa y cómo esta debe adaptarse a esos cambios para capitalizar oportunidades o mitigar amenazas.
¿Cómo puede una empresa usar su declaración de misión para mantenerse competitiva?
-La empresa puede usar su declaración de misión para enfocarse en sus competencias centrales, adaptarse a los cambios del entorno, y asegurarse de que está satisfaciendo necesidades específicas del cliente que otros competidores podrían no estar abordando.
Outlines
📜 Definición de la Misión Organizacional
Este segmento aborda la importancia de definir la misión de una organización, un concepto que ha ganado popularidad en la actualidad. Se discute cómo en el pasado se enfocaba en definir objetivos y resultados, pero ahora la misión es central. Se señala que muchas empresas tienen misión genérica que podría aplicarse a cualquier entidad, lo que no es efectivo. Se enfatiza la necesidad de que la misión sea específica y única, y no una declaración de valores generales. Además, se sugiere que la misión debe ser dinámica y adaptarse a los cambios en tecnología y mercados, y se compara con la serie 'Misión Imposible', donde se definen objetivos y condiciones claras para la ejecución de una misión. Se recomienda reflexionar sobre quiénes son, qué tipo de empresa tienen y cuál es su esencia antes de definir su misión.
🔍 Identificación de Necesidades y Capacidad Organizacional
El segundo párrafo se centra en el análisis de las necesidades que satisfacen los clientes y las capacidades de la empresa para cumplir con esas necesidades. Se sugiere que las empresas deben identificar qué necesidades actualmente satisfacen y cuáles deberían o podrían satisfacer. Se presenta una segmentación del mercado basada en las necesidades y capacidades, y se discute la importancia de enfocarse en el 'núcleo' de la empresa, es decir, en las áreas donde ya tiene éxito en satisfacer las necesidades de los clientes. También se explora la idea de expandir capacidades para satisfacer necesidades adicionales y se sugiere que las empresas deben evaluar si desean o pueden asumir nuevos desafíos en el mercado.
🌐 Análisis del Entorno de Cambio y Oportunidades
En este segmento, se aborda la necesidad de analizar cómo el entorno está cambiando y cómo estos cambios afectan la misión de la empresa. Se mencionan seis componentes del entorno en cambio: tecnológico, físico, legal, socio-cultural, económico y político. Se enfatiza la interconexión de estos componentes y la importancia de evaluar cómo cada uno puede representar tanto oportunidades como amenazas para la empresa. Se sugiere que la empresa debe identificar y abordar estos desafíos, adaptando sus valores y estrategias para asegurar su relevancia y éxito futuro.
📝 Formulación de la Misión y Adaptación a Cambios
El cuarto y último párrafo concluye con la formulación de una misión empresarial que abarca la identidad actual de la empresa, las expectativas de cambio en el entorno y las oportunidades y amenazas que surgen de estos cambios. Se enfatiza la importancia de que la misión sea una declaración concisa de una sola página, que refleje la dirección y los objetivos adaptativos de la empresa. Se sugiere que la misión debe incluir una evaluación de los valores de la empresa, cómo estos valores pueden representar amenazas o oportunidades y cómo la empresa planea manejar estos desafíos para transformarse y crecer. Finalmente, se promueve el uso de programas y publicaciones de Adisa para obtener un conocimiento más profundo y la excelencia en el desarrollo de liderazgo.
Mindmap
Keywords
💡Misión organizacional
💡Declaración de valores
💡Necesidades del cliente
💡Competencias principales
💡Áreas de mercado-producto
💡Cambios en el entorno
💡Oportunidades y amenazas (Oprotretas)
💡Segmentación del mercado
💡Declaración de misión eficaz
💡Filosofía organizacional
Highlights
Definir una misión organizacional es una tendencia actual y es fundamental tener una misión clara.
Una declaración de misión debe ser particular a la organización, no genérica ni aplicable a otras.
Un error común en las misiones es que suelen ser demasiado amplias, como decir que la misión es 'satisfacer a los clientes y ser responsables'.
La misión debe ser específica y responder a la pregunta: ¿por qué existimos como organización?
Es importante conocer las capacidades centrales de la organización y cómo estas satisfacen las necesidades de los clientes.
Identificar qué necesidades del cliente estamos satisfaciendo actualmente es crucial para definir la misión.
La misión debe considerar cómo la empresa puede extender sus capacidades para satisfacer nuevas necesidades del cliente.
Es fundamental diferenciar entre las capacidades actuales y las capacidades que la organización debería desarrollar.
Es esencial analizar el entorno cambiante, incluyendo aspectos tecnológicos, económicos, políticos, y socio-culturales.
La competencia atacará en áreas donde la organización no está satisfaciendo las necesidades del cliente de manera eficaz.
La misión debe incluir cómo la organización planea adaptarse a los cambios del entorno para asegurar su éxito futuro.
La misión también debe reflejar los valores de la organización y cómo estos podrían necesitar cambiar para enfrentar nuevas realidades.
Una declaración de misión efectiva debe ser concisa, no mayor a una página.
Las declaraciones de misión genéricas no son útiles; deben ser únicas y adaptadas a las capacidades y entorno de la organización.
El entorno presenta tanto oportunidades como amenazas, y la misión debe abordar cómo la organización enfrentará ambas.
Transcripts
today's segment is
to define an organizational mission this
is also very much a fad now and
everybody talks about you have to define
your mission in the past it used to be
called define your goals management by
results define your deliverables what
Bishop and why do i define your mission
why is it so important to have for an
organization and mission what a mission
statement and how do you go about
stating it many companies have a mission
statements because that's what is today
fat and everybody talks about it and let
me tell you what is a typical mistake in
the mission statements that I've seen
many companies they apply to any other
organization if I can receive a mission
and I take it and said does it apply to
the company cross the street or any
other company if yes then I'm claiming
it's not a good mission example will be
our mission is to satisfy the clients to
give a reasonable return on investment
or investors and to be responsible to
society
Bravo it will be equivalent to someone
saying my missions to be happy well it's
everybody's mission in life is to be
happy what is particular to you it has
to be particular to you not something
which is generic and true for everybody
if it applies to everybody it's
wonderful to take into account but we
want to know what is your mission what
your purpose in life why do you exist
who will cry if you die making a
particular mission for a particular
organization custom-made and thus it has
to change over time because there is a
change that the changes in technology
changing the markets and our mission is
to change our mission is to change - to
satisfy our customers
and have a good internal investment -
this is your novel it is this is a value
statement that's a value statement
that's how we want to operate we went to
operate by satisfying our clients giving
a good return tour investors and being
responsible members of our community in
which we live wonderful it's a value
statement mission is what are you going
to do I look at mission like in the
television series Mission Impossible the
tell you this and this is happening
you're always such and such this is the
conditions and the riches supposed to
carry out your mission don't do it
that's a mission and military has a
mission to conquer a certain mountain
entity to win a certain war under
certain conditions what's our mission as
a company how do we go about stating it
many years ago when I was teaching at
UCLA as a professor students will come
to me said dr. mabuse's will you please
help us and advise us what we should do
you know with our career with our life
and I found out the very interesting
correlation people who did not know who
they are did not know where they want to
go
people who knew who they were knew very
well they were they wanted to go it
would be like dropping in the middle of
the night somewhere and telling you go
back home how would you know where to go
first of all to find out where are you
same thing here you have to know what
you want to be what you want to do you
first have to find out who are you what
kind of a company do we have here you
have to go back to the essence what is
this company or about then you define
your wish how do we find out what are we
all about what is this company all about
here's how you find out first you start
with asking your question what are the
needs that we satisfy now please realize
we want to satisfy we should satisfy or
we do satisfy okay there's a big
disparity here and that subject about 1
children is is covered in another
segment but so far I hope you are
following me what needs do we satisfy do
we satisfy what it should we satisfy
what needs do we want to satisfy you
know not to get confused start with a
meet you do satisfy focus on the need
you satisfy in order to do that you have
to start with who are our clients what
are their needs and those are the needs
we do satisfy wonderful ok here we have
the
to be satisfied enough to make this
market segmentation that different
clients different me it's a wonderful
discussion in itself who are the clients
what are the needs how different are the
needs and do we satisfy those needs
let's go to the next subject what
capabilities what no how does a company
have again does it have what should have
what we want to have does it have what
capabilities that the company what
knowledge do we have we know how to do
what we what is a core capability where
what is a basic knowledge on which we
stand and which we capitalize in
satisfying our clients and please
realize that to be another line here
that creates this is capabilities that
creates four different areas you see
that area number one area number two
area number three and area outside which
is area number four now please tell me
what is happening in area number one
these are the needs that we satisfy and
we have the capability to satisfied you
see that we have the capability to
satisfy those needs this is our core
business we are pretty good in
satisfying those needs because you have
the capabilities to do so what's
happening in area number two there are
certain needs that the clients have
which we are not satisfying very well we
don't have the capability we are not
doing a good job there now the question
should be should we do that do we want
to do that it's area number two do you
want to extend our capabilities to
satisfy other needs of our clients that
they have which we are not satisfying
satisfactory well
that's what we have capabilities that we
have not identified their needs to which
we can apply them as yet we can be doing
some other things as well here we can
apply the scape abilities to other needs
and develop some needs here we have to
develop capability here we have to
develop leads what's happening in area
number four we neither satisfy the needs
we don't know the needs not do we have
the capabilities it's out of our range
who are we we are from health to youth
we are the needs we satisfy the needs we
should satisfy that the mid we could
satisfy always we are whom do we serve
the focuses on the clients so we are
what we do we should and we could do now
the question is do we want to do it
that's a different discussion so one way
to find a mission by the way is to ask
the company look at all your sources of
revenue none of its products or services
and put them in this area one so for a
goggle company young company aggressive
running all over the place is going to
have a lot of revenue which is really
unrelated to the core business in area
number four they expanded it's like a
bra like a bush with side which too much
you have to cut some of the branches to
refocus the energy
they might have some here some here and
another stop traffic aging company guess
what's happening most of it is here
there is hardly anything here in here or
forget is here for should not unless
they're buying enquiring some companies
unrelated to their business and what is
the danger because as you focus only
here what is a competition going to come
the competition is not going to attack
you here the competition is going to
attack an area number two satisfying
needs you're not satisfying or
satisfying other needs you
not capitalizing on your capabilities
and then they're going to attack your
number one so what you need to do is you
have to decide what business do you want
to be in and you have to say this is our
bread and butter nice what do we want to
develop those needs
do we want to develop this capabilities
how much will it cost that's part of who
we are or do we want to develop products
now capitalizing on top abilities to
identify new markets and develop these
new markets in order to capitalize on
our capabilities and satisfy additional
units all of this is our radar screen
and we have to watch it that's who we
are we are what we do we could do and we
should do is that good enough for a
mission and the answer is no the answer
is no why is it not true because I
already say to identity mission you have
to start with by asking who are we but
that's not good enough
now that we know who are we what our
capabilities are what did immediately
satisfy the CUDA we should satisfy now
what now we have to open our eyes say
where do we go from here and what do you
need to do that first item capabilities
nations needs this area is called the
market product scope this is the market
this is a product scope so first you
have to identify your market product
scope let's say you did that now what do
you do next now you have to ask yourself
how is the world changing how is the
environment changing changing
environment and there are six components
to the changing environment it not all
of the components applied to you it
depends on the industry depends on the
country depends on the culture so please
select those items that most apply to
you but you should look at all of them
because our world is becoming more and
more intensive overlapping
politics impact economics economics
imported politics politics and economics
impact social strata and behaviors
social impacts and legal side the legal
side impacts the economic side so this
is not just pick up one at a time you
should look at all the six and realize
how they're interrelated and what are
the six what are the technological
changes what are the physical changes
air water land what are the legal
changes what are the socio-cultural
changes what are the economic changes
the last one is the political all of
them in turn are interwoven but you have
to look at the future and say look at
the future look at the future this is
who we are okay that's what we are
coming from by the way who we are
present tenses some languages don't
exist because there is no present tense
present is the split second between the
past and the future in there is a
continuation of your past of the
beginning of your future so this is the
continuation of your past here is who we
are from where we are coming now let's
look at what's happening out there what
is happening technologically what
changing technology what the project is
going to happen what is happening
physically what's happening legally
what's happening socially culturally
what's happening economically
politically and again I have at it it
depends on the industry if you wanted
the fashion industry you probably want
to look at social cultural more detail
okay if you're in a regulated
environment you want to look at the
legal environment more but all of them
are necessary in order to you to scream
the total environment and what do you do
when you look at the total on these
environmental changes you are looking
for both power threats
this is a literary translation of the
Chinese world the Chinese do not
differentiate between problems and
opportunities they say it's one of the
same the one word for both opportunities
and threats
so I translated the Chinese word into
literally into English and I call it up
for threats they are opportunity
the threats in this changing environment
that are impacting than me to satisfy
should satisfy could satisfied
and the capabilities we have or we
should have and now you are saying is
what is changing that that means
requires from us to change what is
changing out there that requires us to
change what are the opportunities of the
threats it's an opportunity of we handle
it right and it's a threat if we miss
handle it
what are those open threats what I tell
more before you go to a mission there
are certain values we have belief
systems we have we believe in certain
things like some company says we do not
sell on credit it's a value statement
you know we do not expand out the thirty
five percent a year it's too difficult
for us I have a client says we are not
going to be in the military industry
there's a value statement what are your
values and again you're going to the
same thing the values you have you
should have you want to have now do I
have it I should have it I want to have
it keep it I have it I should not have
it I don't want to have it drop it
change it I should have it I want to
have it but I don't have it develop it
so we have to look at the values which
are also opera threats because many
times what I find out in companies is
the environment is changing they need to
change their value system don't let them
change we don't do this kind of things
we don't get involved in that so we are
we are a bank but the bank is an
outdated institution the middle-ages
institution it cannot make as much money
anymore or savings alone you take
serving space so much and you give loans
to charge so much that's a it's forgot
it's dead industry why because there is
competition on the demand side is
competition on the supply side with the
pension plans with the stock market with
the endless alternatives for people why
would they put in a saving in the loan
bank so the being a bank is an outdated
so what are we a financial services
institution what do we have to change in
our value system in order to become that
so again what are the opposites you know
that the mission is how to handle these
opposites
our mission is here's how the mission
statement should read we are in the
business of and our core competencies
are we expect the environment to change
the Tata Tata Tata these opportunities
and threats for us and we are going to
address these opposites in such a such a
way by changing this value such in such
a way our mission is to do this address
the opal friends so we can become what
we need to be rather than continue being
what we were it should be one page one
page statement don't you can put
appendices as much as you want you can
have a whole book about analysis of the
environment values market products
corporate cetera or profits the mission
statement should be normal than one page
we are in the business of the world
around us is changing in such a such a
way in our mission from now on is to do
the following things to adapt to the
changes that we foresee thank you very
much
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