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Vision Statement
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- Unicaf
What is vision statement and what are its characters.
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By: niwasreddy • 2 year ago
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According to Horwath (2005), the vision statement is a mental picture of future purposes that anorganization is working toward. Also, Drummond and his colleagues (2002), argued that vision
statement is a strategic intent regarding “where the company wants to go”. There are six
character outlined to meet a good vision statement as: be imaginable, desirable, feasible,
focused, flexible and communicable (Horwath,2005, p.6-7). Additionally, vision statement can
be considered as an explanation why company does what it does (Culp III et. al., 2014). A vision
should unite the organization and ensure its transition to action along with a constant evaluate
and re-evaluate of organization objective achievements. In short, Allison (2019, p.3), stated that
vision can be defined “very loosely as organization purpose, strategic intent, strategic goal, and
the future state of the organization."
Due to purpose of this Forum, I will discuss Johnson & Johnson vision statement regarding to
my personal work experience with J&J in Medical sector (Device and Diagnostics).
The vision statement of Johnson & Johnson is “for every person to use their unique
experiences and backgrounds, together – to spark solutions that create a better,
healthier world.”
Johnson & Johnson as a decentralized company consider a customer-focused and credo-
centered mindset in all of its sectors. Through formal and informal discussion with colleagues,
we always admire the ethical point of view in J&J and importance of clients (patients) which is
obviously highlight in the vision statement. Company constant success over years via providing
wellness of humanity in different aspects, improving the life quality and meet the exceeding
expectations prove that their vision was cover up all the six factors of a good vision which lead
them to be a successful global brand.
References:
Allison, J. (2019). Mission Statements and Vision Statements: Examining the relationship
toward performance outcomes. Global Journal of Management and Marketing.3(1).1-21.
Retrieved from https://www.igbr.org/wp-content/uploads/articles/GJMM_Vol_3_No_1_2019-pgs-
1-21.pdf
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