C8 Example: Strategy of vision and mission of the SPC Concept

Vision and mission (V&M) statements are one of the strategic documents. The most general document is about policy. But any strategy document should contain the V&M statement's findings. Most of the V&M definition reflects the needs of organizations and projects (primarily their pure and creative mission and vision ideas mostly coming as private initiatives).

V&M statement defines both organization's business and project processes through one standard methodology. View examples of vision and mission say that anyone must have the idea, concept, or picture (a dream) on a strategy level. Only after that is ready (is strong enough) to start work on the mission. It expresses the strong relationship between organization and project.

Vision and mission statements stabilize the strategy for both organization and project. It is opening the door for tactics operations. In any case, we need a different approach for a company (for their products, services, and works) and a different approach for projects. A company needs a mission and vision statement for stabilizing its position on the market for its products and services. A project needs a mission and vision statement to succeed in its preparation and implementation stages. Both views are interconnected.

The value of both is growing through the project's work. Finally, entering a new entity, a new object exists when the project is closed. The value of the project vision and mission statement transfers into a new entity (e.g., enterprise, workshop, or any production entity) that starts building its unique mission and vision statement. An organization or project respects its business role via V&M. In this sense, we can start talking about the hierarchy of tasks of V&M on triad levels in Figure C8a.1.

Figures of C8

• Figure C8a.1 Hierarchy of potential, results, and strategy of development

• Figure C8a.2 Table of components of goals, paths, and findings in triads hierarchy

• Figure C8b.1 Strategy document in a cycle: vision of the SPC Concept

• Figure C8b.2a Data structure of a strategy document: vision of the SPC Concept

• Figure C8b.2b Timespan model of projects and programs composition in a vision

• Figure C8b.2c Structure and scope of tasks of the vision

• Figure C8c.1 Strategy document in a cycle: mission of the SPC Concept

• Figure C8c.2a Data structure of a strategy document: mission of the SPC Concept

• Figure C8c.2b Timespan model of projects and programs composition in a mission

• Figure C8c.2c Structure and scope of tasks of the mission

• Figure C8d.1 Digital inclusion scaling principle

• Figure C8d.2 Project Data Pools scaling in the vision and mission span

• Figure C8e.1 The economy and social environment and of threats in the GT

• Figure C8e.2 Economy and social data sources of the Human in the GT

• Figure C8e.3 Algorithms of the Project Management and Smart Contracts tools

• Figure C8f. Relativity in strategy, tactic, and business operations

• Figure C8g. Perception of added value in strategy, tactic, and business operations

• Figure C8h. Model of evaluations of organizations and projects added value