Organizations serve specific purposes that are usually identified in their visions that answer the question why they exist. To achieve the vision, organizations develop mission statements that simply answer how they will do that[i]. The strategy comes after identifying both vision and mission, which sets long term goals as well as measurable objectives and action plans to ensure fulfilling the organization’s mission.
With this logically interrelated system of ideologies, programs and plans that act within a rapidly changing environment, the organizations’ leaders are required to regularly visit their system’s main components such visions and missions to ensure relevance and consistency. To do so, the strategic planning processes every five years is an opportune time for organizations to revisit their missions, unlike the vision that lasts for longer time spans..
Rigidity is a quick prescription for failure. If organizations do not consider their own internal changes, changes in the surrounding environment, as well as being cognizant of potential threats to their future, they risk expediting their slide into obsolescence and eventually going out of business.
Survival of the fittest applies to the organization’s world. In other words, the more an organization imbed within its system, techniques and mechanisms for adaptation and resilience, the more likely it would survive and vice versa. Therefore, it is a collective responsibility of all system’s components, not just the leaders.
Organizations are like the human body that exist within an environment, however that body is composed of interrelated internal parts. The coordination and collaboration among the body’s internal parts, as well as their reaction and response to the external conditions, will define whether that body is healthy or not.
Organizations are systems that cannot be divided into independent parts, therefore the internal parts of the organization must be fully engaged with each other to ensure vitality, productivity and influence. The organization’s internal and external environments affect each other, therefore, the degree to which an organization is internally strong, will impact its surroundings. For instance, the members comprise a significant portion of the organizations’ external environment. That said, being inspired by their organization’s performance and influence, those members will grow more supportive for its mission and volunteer to realize it, the multiplier effect of the internal and external parts will boost the organization’s impact.
Therefore, the best to predict future is through shaping it. Organizations can shape their future through ensuring that their internal and external environments are conductive for collective action and integration, in a way that achieves their missions and realize their visions.
 US Chamber of Commerce-#IOM Modules-C490
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