Mission & Vision

The Self-Renewing Management Model identifies the three management domains that determine – and reflect – an organization’s ability to achieve its mission and to sustain its ability to do so in the face of ever-evolving operating environments.

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Staying “new” can be understood in terms of condition and surroundings or ambient: In Accord With Mission and Context). For example, an organization’s status or “condition” can be seen as its readiness to fulfill the mission(s) for which it exists. If an organization lacks purpose, or is not meeting its public purpose, it is tottering on the lowest state of mission-readiness. However, an organization that is customer focused and driven, and is meeting its public purposes, is fulfilling its Mission.


The term “mission” refers to the overall function of an organization. The mission answers the question, “What is this organization attempting to accomplish?” The mission might define customers or markets served, distinctive or core competencies, or technologies used. ” “Mission creep”—the random accumulation of new goals and tasks as the organization follows funding (rather than its mission)—or to “mission shear”—direct and consistent pressure that pushes the organization systematically away from its mission and toward other interests.


The term “vision” refers to the desired future state of your organization. The vision describes where the organization is headed, what it intends to be, or how it wishes to be perceived in the future.

Suggested citation:

Connors, T. D. (2015, July 31). Mission & vision: Organizational purpose and future state. In Effective organizations: purposeful and results focused: NPO crossroads. Retrieved from BelleAire Press, LLC: http://www.npocrossroads.com/category/effectiveness/mission-and-vision/

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