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How Businesses Work Together

Imagine you’ve just been called into a meeting and told that your organization is joining forces with another company to work on a major project.

You’ve been assured that it’s a great move for everyone involved, and while you can see the benefits of the plan, you still feel uncertain – what does this mean for you, your company and your work?

Alternatively, what should you do if you’re the one who spots an opportunity for a business partnership – or if you are approached by another organization?

In this article, we explore the different ways in which organizations collaborate with one another, and examine the challenges and opportunities that working together can bring.

Working Together: Four Types of Business Collaboration

When two or more organizations work together, they pool their resources to achieve a particular goal. For example, they may want to access a new market, to drive innovation by taking advantage of one another’s skills and technology, or to address a specific business or social problem.

The partnership may disband when a project is completed, or it may continue for as long as it benefits both parties.

Partnerships often take the form of a strategic alliance, where two companies team up because, for example, they don’t have the infrastructure, time or expertise to develop an in-house solution.

A good example of a strategic alliance is PayPal Canada joining forces with Canada Post to offer customers a time-saving “one-stop shop” for online payment and shipping. [1]

While strategic alliances are usually forged between partners looking for equal benefit, there are other kinds of collaboration where the sides may not have equal weight.

In an article for Harvard Business Review, business and leadership experts Gary P. Pisano and Roberto Verganti identified four types of collaboration that companies typically engage in. The authors call them Innovation Mall, Innovation Community, Elite Circle, and Consortium. [2]

Let’s look at each of the four in more detail:

1. Innovation Mall

An Innovation Mall is an open collaboration approach, which means that there are no restrictions on who can propose ideas, and solutions are selected based on merit. This could include “crowdsourcing” ideas from individuals as well as other companies.

But Innovation Malls are also hierarchical, meaning that one company shares a challenge to be solved, and then decides which, if any, of the suggestions to adopt.

You can generate a high number of potential solutions using this model. However, many of them may be low quality, and sorting the good from the bad can take considerable time and effort. This approach may also discourage big players or high-quality contributors, who may be reluctant to “throw ideas into the pot” with little or no guarantee of a return on their time and investment.

To counter this problem, independent providers offer a “curated” approach that matches an organization’s needs with suitable experts in the fields of business, science and technology.

2. Innovation Community

This approach is open and flat, rather than hierarchical. Anyone who’s interested in the topic, and has sufficient expertise, can pose questions and solutions, and the community collectively decides which solution to adopt.

Open-source software products such as Open Office and the web browser Mozilla Firefox are prime examples of innovation communities.

Innovation communities can generate a wide range of innovations in a short period of time, in a way that may not be possible in hierarchical setups. But your organization may have to be willing to accept that it does not have full control over the process.

3. Elite Circle

An elite circle is a closed, hierarchical approach, where one company poses a challenge and invites specific participants to offer solutions. The company that initiated the query decides which solution it wants to develop.

The range of potential solutions will likely be smaller than you’d get with an open approach. However, because the participants have been hand-picked for their experience and expertise, their solutions will have a greater chance of success.

For example, when NASA wanted to inspire interest in studying STEM subjects (science, technology, engineering, and math), they chose to partner with Lego to produce a range of educational toys. [3]

4. Consortium

In a consortium, an organization works with a select group of participants to define the challenge and work toward solving it. This approach is a closed, flat model.

A consortium allows a company to spread the risks, costs and effort involved in solving a problem. Because it has a flat structure, everyone involved has equal input and responsibility for achieving the stated objective.

The U.K. charity Nesta, for example, forms innovation consortia with government departments, academic institutions, and private companies to address a wide range of social issues.

How Partnerships Can Impact You

Collaborative partnerships are often forged at the top level of your organization, and people on the “shop floor” may have little involvement in the initial process.

But understanding the types of partnerships outlined above may enable you to take advantage of the opportunities they offer, and to recognize the challenges that they present to you and your organization.

Opportunities of Businesses Working Together

The opportunities could include:

Networking

Collaborations can give you the chance to meet people and find new allies, either in your own organization or from the partnering companies.

New relationships will naturally occur if you’re directly involved in the project. But even if you’re not, there may also be formal networking events or project-related workshops or seminars. Develop your professional networking skills, and put them to good use!

Also, the more effectively you network and show willingness to contribute to collaborative initiatives, the greater your opportunities are to branch out into new areas and raise your profile within the company.

Developing Your Skills

Skills development will be a natural by-product of getting involved in new tasks and projects. These could be new technical skills required to complete a specific task, or they could be “soft skills” such as communication or project management.

You may already know which skills you need or would like to work on, but, if you’re unsure, a Training Needs Assessment is a good place to start.

Improving Your Company's Products or Services

A common reason for partnering with external organizations is to use their expertise to improve or expand upon your own company’s offering to its customers.

This could include the use of innovative techniques such as Design Thinking, Customer Experience Mapping, or business ethnography – skills that are highly sought after in an increasingly competitive marketplace. So, if you’re offered the chance to participate in a study or working group, don’t let it pass you by!

Enhanced customer satisfaction is great for your organization’s reputation, and something that you can be proud of. So you and your team members will likely feel more positive and engaged, too.

What’s more, your organization could grow as a result of its partnerships, which could mean better career development prospects for you.

Challenges of Businesses Working Together

Partnerships can present challenges as well as opportunities. And even if you’re not directly involved in the project, it may still have an indirect effect on your team or department, so it’s worth being aware of them.

Increased Workload

Creating new partnerships and alliances often involves additional work on top of “business as usual.” Ideally, your organization will assemble a project team with adequate resources to cover any additional tasks. However, sometimes there are simply too few resources to go around, or parts of the process “fall through the cracks” despite thoughtful planning.

If this affects you, and you find yourself with an unsustainable workload, speak up as soon as possible. Not doing so could impact your performance and lead to long-term stress or burnout.

Different Ways of Working

Working collaboratively with new people (whether external or internal) can cause clashes of values or working styles, which can result in conflict and delays.

To prevent this, good communication is essential. Speak to the people you are working with directly if there’s a problem – this is often the quickest way to resolve the issue.

Alternatively, speak to your manager, or the project team leader, and express your concerns tactfully. Your aim is to raise awareness of the issues, and to find mutually agreeable ways to resolve them, not to point fingers or lay blame

Uncertainty

Even if a collaborative project has a clear objective and a finite time frame, it can create uncertainty for employees. Poor communication from senior management may leave you pondering whether a partnership is a precursor to a merger or takeover. Or you may start to fear that your job is under threat.

These are understandable concerns, and, ideally, you will receive adequate information throughout the process to allay your fears. But if not, speak to your manager to clarify the situation. Remember, they might be feeling just as insecure as you are, but this can be an opportunity for building trust and showing initiative.

Legal Issues

Unless you work in the legal department, you likely won’t be expected to manage these issues. However, you may be wary about what you can say or do in relation to the project.

These concerns may include issues of ownership over project outcomes, disclosure of information regarding the project, or competition laws.

For example, if a team member from the external organization asks you for confidential information about your business, you might not know whether you can or should disclose it. And you’ll want to avoid spreading gossip or fake news to family, friends or the media, risking either organization’s reputation in the market.

If in doubt, ask for advice from your line manager or the team leader from your organization, as appropriate. Be sure to follow any communication protocol or guidelines that might have been issued.

Key Points

Organizations increasingly form partnerships or strategic alliances to drive innovation, to solve problems, or to add value to their products or services.

There are four main types of collaboration:

Innovation Mall: an organization seeks a solution from multiple sources, and unilaterally decides on its preferred option.
Innovation Community: multiple parties investigate problems and solutions, and collectively agree on the best way forward.
Elite Circle: select parties are invited to collaborate, and the organization that proposes the problem chooses its preferred solution.
Consortium: a select group defines and works on a specific problem, with shared responsibility for selecting the best option.

If your organization collaborates with outside parties, be sure to take advantage of the opportunities by networking, getting involved in new projects, developing your skills, and looking for career development opportunities.

There may be challenges, such as extra work, mismatched working methods, employee uncertainty, and legal issues, but well-managed and clearly defined collaborations should ultimately be a “win-win” for both parties.

References

[1] Parisi, P. (2017). The Power of Partnerships: Why Businesses Are Better Together [online]. Available here. [Accessed May 13, 2019.]

[2] Pisano, G. P., and Roberto Verganti, R. (2008). Which Kind of Collaboration Is Right for You? [online]. Available here. [Accessed May 13, 2019.]

[3] NASA and LEGO Partnership Inspires Kids to Pursue Science and Engineering [online]. Available here. [Accessed April 18, 2019.]

Original document, How Businesses Work Together
Source: Mind Tools
Adapted for Academy.Warriorrising

How to Ensure Design Connects to Dollars: A Crash Course on Design Strategy

Designing without a strategy is like painting without a sketch—how do you know where to start without an outline of the final result?

Even if you have a clear idea of what you want to create, a design strategy ensures the entire team starts and ends each project in the right place—without 7 back-and-forth revisions along the way.

There’s a lot to keep in mind when creating designs for a company, including brand guidelines, target audience, distribution channels, and more.

A design strategy organizes all this information to align with the overall goals and objectives of the business. After all, most companies can’t afford design for the sake of designing—it must serve the business.

Wherever you are in your design process, here’s an outline of the topic (or a sketch, if you will) that walks through how to create a design strategy for your next project and examples of design strategy applied in different contexts.

What is a Design Strategy?

Design strategy is the combination of profitability, corporate strategy, and meeting user needs.

A design strategy guides how design teams work to meet business objectives through design. Creative teams refer to this strategy throughout the design process, ensuring that each creative asset or concept actually makes sense for the project.

A design strategy ensures that every asset is created with the business goals and objectives in mind. It works as a bridge between those things, prioritizing tasks and design requests.

— Piotr Smietana, Marketing Creative Director at Superside

Let’s walk through a scenario we’ve all likely experienced:

Your company is building out a new homepage design. The marketing team knows what they need, so they ship the copy over to a UI/UX designer to get started. However, with no strategic design process in place, the final build loads slowly, which hurts SEO, and doesn’t improve lead generation as the marketing team intended. The design process has to start over.

With a documented strategy in place, you avoid wasting precious time. The designer gets a starting point, including the context for the homepage update, its functions and intended goals.

This lesson illustrates why design strategy is important:

It saves time by helping teams execute in the correct direction
It saves money by mobilizing design resources efficiently
It gives designers direction informed by other stakeholders
It accomplishes business goals by tying design to outcomes

To further cement that last point, we look to McKinsey’s Design Index (MDI) and their study on the business value of design. Top MDI performers (companies who scored high on the MDI scale) saw increased revenue and total returns to shareholders.

How to Create a Design Strategy for Your Next Project

The next time you start working on a major design project, give yourself enough time to create a documented, comprehensive design strategy that helps provide a roadmap for each phase of the project.

Not sure where to start with creating your design strategy? Follow these five steps:

Set business goals for the project
Research the market
Set your brand identity
Create a standardized project brief
Design and test

1. Set business goals for the project

Your design strategy should achieve business outcomes defined by the needs of your company and its users.

These goals are detailed, such as business growth objectives like increasing top-line revenue by 50% in 12 months, or increasing blog conversions by 5% over the next quarter.

Here’s where you want to run a design sprint workshop to help define the main business problems and gain valuable insights that contribute to your strategy.

Bring in as many stakeholders as possible, and gather as much information as you can before committing.

— Devon Fata, CEO of Pixoul

Summarize the details of your strategy to achieve these goals, which should be clear, measurable, and specific to different roles. Lay out what KPIs you’ll measure to define what success looks like. Then let stakeholders weigh in again to align on expectations.

2. Research the market

Every good strategy requires extensive research. While it’s never a bad idea to be on the cutting edge of your industry, understanding what already works for competitors can be a great starting point.

In the research phase of your design strategy, look into:

Your target audience
What is working for the competition
Design concepts you like
Design concepts you want to avoid
Color psychology compared to your goals

You need to know who and what the design is for. This will help you determine things like your color palette and the kind of design style you want to use.

— Alejandra Mariscalez, a lead designer at Visme

Mariscalez continues: “Is it for a younger audience or older? Does your design need to be simple and to the point? Or does it need to offer more information? This will help you create a relevant design that is more focused on your target audience and fulfills its function.”

Your company is likely founded on a competitive advantage—something that sets you apart from the flock. To find a competitive edge in design strategy, look for something that your competitors cannot replicate.

Turn their weakness into your strength.

Take the Shopify blog, for example. The company works with illustrators and designers to create custom hero images for its high-value blog posts.

Shopify’s hero images are colorful, attractive, and different from competing posts. Many organizations in the software industry use stock images that can be found anywhere online, like our example below.

Shopify found a design weakness in the industry and doubled down.

But you can run into other unanticipated problems if you execute without a design strategy, such as trying to build your brand through content marketing but using stock photography throughout your blog.

What does it say to the audience? A design strategy can help you uncover a fast, cost-effective way to produce custom on-brand blog header image that can be your differentiator.

After reviewing your design research, your place within market trends, your business objectives, and your competitors’ strengths and weaknesses—you can now identify a design strategy that separates your brand from the competition: your brand identity.

3. Set your brand identity

Online competition has given consumers infinite choices. Brands look for ways to emotionally connect with customers—becoming memorable and forming long-term relationships.

A strong brand identity stands out in a crowded marketplace, it appeals to the senses through its design. People see it, hear it, and feel it. It reinforces the emotions of your brand, no matter what asset you’re designing.

Elements of brand identity design include:

A memorable logo that embodies your positioning.
A visual language that makes you recognizable. Think color palette, scale, proportion, typography, and motion of your design.
A feel, which is more sensory, emotional, and experiential.
On-brand imagery with a consistent style and focus.

Design is intelligence made visible.

— Alina Wheeler, author of Designing Brand Identity

Once you have the core elements of your identity, create brand guidelines in a style guide.

The style guide provides clear direction on how to use your colors, typography, and design assets across all marketing materials: emails, social media posts, blogs, ads, etc.

Create a hub where your style guide lives so anyone can download the logo, image files, hex codes, and other branded assets.

4. Create a standardized project brief

The next step is putting together a design brief. This is a critical part of your strategy because it guides every design project in your company.

A good design brief should include the following:

Project scope: A brief overview of the project, including the time allotted, resources needed, and budget.
Target audience: An outline of the customer persona(s) that are being targeted with this design.
Assignee(s): The task owners and stakeholders for the project.
Roadmap: An estimate of the project start date, timeline, and major milestones.
Deadline: A timeline for feedback and final deadline dates.
Deliverables: The specific assets that need to be provided by the final deadline.
Available assets: The logos, illustrations, fonts, colors, and other branding assets designer(s) can use for work.

To help you create a design brief for your strategy, take advantage of this free design brief template we’ve created for you:

5. Design and test

Once you’ve finished the first four steps, you’re ready to submit and circulate the design strategy to the design team members working on the project (depending on your design team structure, they may have played an integral role in developing the strategy).

The first iteration of your design strategy might not be the final version. And that’s okay. It’s a common challenge many designers face when setting a design strategy.

I like to keep it simple in the early days. Build and iterate [on your strategy]. Don’t be afraid to make large-scale design changes frequently, as long as they’re underpinned with the right product and business strategy.

— Brian Casel, Lead Designer and founder of ZipMessage

Through Casel’s experience, he’s learned that you never really know if your design strategy works until it’s in the hands of users, citing the importance of post-launch interaction.

This is why you need to deploy the strategy, have your team adhere to it, then request feedback on the process. Adjust accordingly each time.

Even after you’ve nailed your design strategy, regularly reviewing designer feedback about the process is vital to ensuring your team is always performing and engaged.

Examples of Strategic Design Thinking Applied (And Templates to Steal)

Now that you know how to create your own design strategy, let’s look at a few real-life applications, especially keeping overall business goals in mind.

Understand that many design strategies will need to involve a number of different teams (e.g. marketing, sales, HR).

How to use design strategy to optimize landing page designs

Healthmine used Superside to speed up its landing page redesigns as part of a new website launch project.

When creating a landing page design, you’ll want to involve your sales, content, design, and development teams.

Start with the sales and content teams working together on a brief detailing each feature, benefit, and advantage of the product or service the landing page needs to include.

Next, the content team writes the copy and ships it off to the design team.

From here, it’s time for DesignOps or the project manager to put together the landing page design strategy.

The design strategy for landing pages should include:

The target audience of the page such as personas, use cases, and demographics.
The goals this page should achieve such as book a demo, buy a product, generate web traffic for ad revenue
Any comparable industry pages, including what works, what do you like, what you can repurpose for your own
The written copy for the landing page with indications for headings and formatting
The assets or branding guidelines to offer a starting point or guardrails for the project
The designer(s) assigned to the task, including who is responsible for what
The overall project deadline, including timelines and work-back schedules to keep designers on task

Graphic Designers and UX/UI designers will likely take the reins for this project, creating the visual assets on the page and the overall page design. The goal is to ensure it provides the best customer experience in order to generate more traffic and conversions.

Once the design has been created and approved, it’s then sent to the developer to create and launch.

Project complete.

How to use design strategy for ad creative in conversion-focused campaigns

Curology produce a high volume of creative variations for social media ads using Superside.

Another example of design strategy in action is when a marketing team needs to launch a new ad campaign. They need to design the ad creative before the campaign can go live.

Before designing anything, step one is to define the ad objectives and distribution channels because designs for Facebook audiences will likely be different than LinkedIn audiences.

The ad creative design strategy should include:

The type of ad and required image dimensions (e.g. a carousel ad for Instagram, or a video ad on LinkedIn)
The ad objectives to hit the marketing team’s goals
The product or service the ad is promoting
The written copy and brand assets to incorporate into the design
The designer(s) assigned to the task
The number of iterations required to run A/B tests on ad variations
The overall project deadline, including campaign start/end date

The designer can then share the ad creative with the marketing team who can launch the ad campaign and track its performance.

Your ad creative design strategy may also include an additional time frame to test new concepts based on ad performance (i.e. ad fatigue).

How to use design strategy in a big business decision like a rebrand

A rebrand unveiling video for Meta (formerly Facebook)

Our last design strategy example is for a rebrand. According to Entrepreneur.com, on average, brands change their corporate identities every 7 to 10 years.

When your company is ready, start the conversation by understanding what isn’t working (e.g. brand name no longer represents the company, poor reputation, too similar to another company) and why you’re looking to rebrand (e.g. encompassing the company’s current ethos, repositioning for a new audience, updating our image, etc.).

The design strategy for a rebrand should include:

Your customer personas. Perform updates and tweaks based on changes to your target audience.
Your color psychology research. Reanalyze your brand colors. for example, yellow means clarity and warmth, whereas red is for passion and energy
Your goals for the rebrand. Decide whether you’re trying to change customer’s perceptions, modernize the brand, or adapt to customers’ changing needs and tastes.
A list of competitor logos. review their commonalities, and how your brand can stand apart.
The amount of collateral damage. A rebrand likely means a change to packaging, store signage, and billboards (to name a few). Think of all the places your brand connects with your audience and the legwork needed to change it all, from sizes to materials to installers.
A rebrand brief. A detailed document that includes the vision, mission, promise, and values.
The designer(s) assigned to the task. Who is working on what?
The overall project deadline. Timelines and work-back schedules to keep everyone on target.

With something as complex as a rebrand, this strategy will likely be expansive to ensure it hits the nail on the head. Nearly every team should be involved in making this design project a success.

The Role of DesignOps in Design Strategy

With proof that revenue increases with good design, and knowledge of how good design gets better with a design strategy, the next phase of growth is DesignOps or design operations—where design gets woven into the fabric of the business.

Having a DesignOps team or manager can change the way your company views design, streamlining processes and showing executives that a designer’s input is essential at each step of the design process.

This role helps design teams become more involved in conversations with other departments, ensuring their voice is heard as part of the strategic planning process.

As Tim Brown, CEO of IDEO, says: “Thinking like a designer can transform the way you develop products, services, processes—and even strategy.”

DesignOps resolves important issues like communication within the design team and with other departments, building a positive team culture, onboarding new designers, and managing large-scale projects.

Think about the role of operations in a business. They oversee business functions, improve processes, and ensure the business runs smoothly.

DesignOps works the same way—except they focus specifically on the design team.

Their goal is to ensure designers on their team have the proper communication processes, tools, and strategies in place for success. Having DesignOps oversee your design team streamlines the design process and creates consistency in output.

Now, we can talk about the benefits of DesignOps a million times over, but it’s better to show you metrics based on real-life implementations.

By adding a single design project manager to their design team of 14, Intuit was able to increase their design output by 70 hours per week, taking their weekly time spent designing from 37% to 50%.

Although you might not realize it, your business needs design. From your website and your branding to your social media presence and your internal documents, design is involved in nearly every business process.

But without a design strategist or operations manager, your design team could become disorganized, wasting time on emails, meetings, project planning, and other tasks that simply aren’t what we’d call “designing.”

Develop a Design Strategy Before You Start

A design strategy is just as important as a business strategy or marketing strategy—meaning you shouldn’t start any major design, whether an ad, landing page or sales presentation without one.

Getting aligned before you begin ensures your design projects end up where they should: moving the needle for your business.

Original document, How to Ensure Design Connects to Dollars: A Crash Course on Design Strategy
Source: Super Side
Adapted for Academy.Warriorrising

What is a rally point in the military?

A rally point in the military is a designated location where soldiers can regroup, reorganize, and receive further instructions during combat or other operations. It serves as a central meeting place for units to gather and plan their next steps, particularly in chaotic or high-stress situations.

Rally points are strategically chosen and communicated to all members of a unit before a mission begins. They are often marked with distinct physical identifiers, such as colored smoke, signal lights, or other visual cues. Additionally, rally points are typically located in secure and defensible areas to ensure the safety of the troops gathering there.

These designated locations are essential for maintaining order and coordination during military operations. They allow units to consolidate their forces, receive updated intelligence, and adjust their tactics as needed. Overall, rally points play a crucial role in enhancing the effectiveness and success of military missions.

FAQs

1. How are rally points determined?

Rally points are carefully chosen based on factors such as proximity to the mission area, accessibility, security, and visibility.

2. What happens at a rally point?

At a rally point, soldiers regroup, take headcounts, assess casualties, receive further instructions, and plan their next course of action.

3. Who designates rally points?

Rally points are typically designated by unit leaders or commanders as part of the overall mission planning process.

4. Why are rally points important?

Rally points are crucial for maintaining cohesion and communication within military units, especially during intense combat situations.

5. How do soldiers find rally points?

Soldiers are trained to memorize the locations of rally points and use navigational aids such as maps and GPS devices to locate them if necessary.

6. How many rally points are typically designated for a mission?

The number of rally points can vary depending on the size and complexity of the mission, but there are usually multiple points designated for different phases of the operation.

7. What distinguishes a rally point from other military formations?

Rally points are specifically designated for regrouping and planning, whereas other formations may be used for different tactical purposes such as assaulting an objective.

8. Can rally points change during a mission?

In certain circumstances, rally points may need to be adjusted or relocated based on changing conditions or the progress of the mission.

9. Are rally points used in non-combat military operations?

Yes, rally points can be utilized in various military activities, including training exercises, humanitarian missions, and peacekeeping operations.

10. What precautions should be taken when approaching a rally point?

Soldiers approaching a rally point should exercise caution to avoid potential ambushes or enemy detection, and follow established security protocols to minimize risks.

Original document, What is a rally point in the military?
Source: The Civil War
Adapted for Academy.Warriorrising

52 Mission Statement Examples that Rock + Free Mission Guide

In this article, we will define ‘what is a mission statement’, briefly highlight the essentials of creating a strong mission statement and show you some of the best mission statement examples from top organizations around the world.

What is a mission statement and its purpose?

Remember that a mission statement explains why your organization exists. It is a foundational element of your plan that establishes your core purpose and who you serve! A great mission statement stands the test of time, guiding more temporary and time-specific goals and plans. This, paired with a bold vision statement will serve as a strong foundation to your strategic plan.

For a mission statement to provide clarity, we recommend writing it with concrete language. We recommend avoiding abstract fluff that might sound good on the surface but does not help your team understand the “why” behind their work. We also recommend writing it in the present tense. This differentiates it from a vision statement, which is focused on the future. A mission statement should be timeless (or as close to it as possible). Writing it in the present tense helps capture that.

What are the benefits of a mission statement?

When it comes to strategic planning for your organization, you can’t underestimate the importance of having a clear and concise mission statement. Not only does it help provide direction and focus for your team and tells your customer base and community who you are and what you stand for. A well-crafted mission statement is the foundation for your overall strategy and decision-making.

By outlining your mission statement, you’re laying the groundwork for everything that follows. You’re setting the tone for your vision for your organization and the values you want to uphold. That can be a powerful tool for making decisions and setting priorities for the company’s future.

So, if you haven’t already drafted a mission statement, now is the time to start! It may take some time and thought, but the benefits will be well worth it in the long run.

What makes a great mission statement?

OnStrategy strongly believes in creating a mission statement that speaks to who you are and why you exist as an organization. We believe great mission statements should be audacious, motivating, and memorable.

This is because, as we’ve stated before, your mission statement reflects the best of you and serves as the foundation of your business or organization. Mission statements boldly state why you exist and do what you do – not only for your team and those doing the work but for your community and customers whose support you’re striving to capture.

We’ve crafted a mission statement cheat sheet that outlines the four criteria that every mission statement should meet:

Your mission statement should be foundational
Your mission statement should be original
All mission statements should be memorable
And bonus points if your mission statement is something you’d want represented on a t-shirt!

Pulling Together Your Mission Statement with the Help of OnStrategy’s Cheat Sheet [With Examples]

Check out our mission statement cheat sheet below for a downloadable guide to build your mission statement.

If you want to learn more on determining what is a mission statement that’s effective and how to write a mission statement that inspires, check out our guide!

Anatomy of an Effective Mission Statement

A mission statement is a powerful way to tell your board members, team and your customers who you are and why you exist – ideally in two sentences or less! Your company’s mission statement describes, essentially, your company’s core values and company’s purpose for existing today.

Maybe your organization believes that your business exists to provide outstanding customer service to all who walk through your door. Your employees will now know that your company’s identity revolves around providing the best customer service possible.

This process of creating a compelling mission statement may feel daunting, but don’t worry! By following our simple anatomy of a mission statement, you can easily put one together that truly defines your mission and purpose.

Every mission statement must have these five basic elements:

A label such as, “Our mission…”
A verb in the present tense.
For whom you’re doing this for.
A result or benefit of the work you do.
What you do and how you do it.

For example, yours may end up looking like this: “Our mission is to make our clients successful by merging remarkable digital design and goal-focused usability.

Read our free canvas and guide for a deeper dive into the topic!

Mission Statement Versus Vision Statement Versus Values Statement: What’s the difference?

Vision Statement

A vision statement describes your clear vision of the future; your ambitions. Vision statements clearly state what your organization looks like in the future. Vision statement focuses on the big picture outcome, usually 5+ years in the future. [Check out our vision statement examples here.]

Mission Statements

A good mission statement clearly explains why you exist and what your organization’s purpose for existing is. A company mission statement also expressly states who you serve and how potential customers benefit from your work.

Values Statements

Values statements are an expression about how you expect your team to behave. They explain the values, beliefs, and experiences you expect to create within your organization.

Using Your Mission Statements, Vision Statements, and Values Statements Together

These three important plan elements aren’t meant to live as standalone items. They are designed to be used together! Mission and vision statements help your organization clearly articulate why you exist, who you serve, and where you’re going in the future. Your values statements help support your own mission and vision statment by expressing how you expect your organization to behave along the journey!
When in doubt, remember these three tips:

Mission statement = why you exist.
Vision statement = where you’re going in the future.
Values statements = set of behaviors you expect from your team. you expect your team to behave.

When to know it’s time to update your mission statement?

As you move forward on your strategic planning process, maybe you’ve decided to revisit your mission statement. If you read it and thought, “Wait, that doesn’t really align with what we’re doing anymore, ” it may be time for an update. And that’s okay! It happens more often than you might think.

Your company constantly evolves and grows, so your mission statement must reflect those changes. Some signs that it’s time to hit refresh on your mission statement include:

- Huge shifts in your customer or target audience
- Major changes in your organization’s goals and approach
- A total rebrand

Remember, your mission statement should guide and inspire your business, so it’s essential to keep it relevant and meaningful! They have a shelf life of about 10-15 years.

A clear and concise mission statement can give your employees and customers a sense of direction and purpose. So, if you feel like your current mission statement is a little outdated or doesn’t reflect who you are as an organization, it might be time for a refresh.

Check out our 52 mission statement examples from some of the world’s best companies and organizations for inspiration!

52 Mission Statement Examples

Learning general principles for how to write a mission statement is helpful. However, these principles can become clearer by looking at some examples of mission statements. As you check out some of these mission statement examples from various types of organizations, notice how there are various ways to make your mission statement unique while sharing the tried-and-true principles of good mission statements:

Example Mission Statements for For-Profit Companies

Tesla: “Tesla’s mission is to accelerate the world’s transition to renewable energy.”

Starbucks“To inspire and nurture the human spirit- one person, one cup, and one neighborhood at a time.”

Coca-Cola: “The Coca-Cola Company exists to benefit and refresh everyone who is touched by our business.”

The Home Depot: “The Home Depot is in the home improvement business, and our goal is to provide the highest level of service, the broadest selection of products, and the most competitive prices.”

The Boeing Company, Africa Division: “Our mission is to establish a powerful presence and positive image of The Boeing Company with governments, businesses, and community leaders.”

Nike: “Our mission is to bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete.”

John Deere: “Double and Double Again the John Deere Experience of Genuine Value for Employees, Customers and Shareholders.”

Publix: “Our Mission at Publix is to be the premier quality food retailer in the world.”

Aveda: “Our mission at Aveda is to care for the world we live in, from the products we make to the ways in which we give back to society. At Aveda, we strive to set an example for environmental leadership and responsibility, not just in the world of beauty but around the world.”

General Motors: “General Motors’ corporate mission is to earn customers for life by building brands that inspire passion and loyalty through not only breakthrough technologies but also by serving and improving the communities in which we live and work around the world.”

New Leaf Paper: “The mission of New Leaf Paper is to be the leading national source for environmentally responsible, economically sound paper.”

Nordstrom: “Our mission is to continue our dedication to providing a unique range of products, exceptional customer service, and great experiences.”

Seventh Generation: “Seventh Generation is the nation’s leading brand of non-toxic and environmentally safe household products.”

Example Mission Statements for Non-Profits

UNICEF: “UNICEF promotes the rights and well-being of every child, in everything we do.”

ACLU of San Diego: “To protect and expand fairness, equity, and freedom through community engagement, building power, policy advocacy, and impact litigation.”

Red Cross: “To provide compassionate care to victims of disasters.”

TED Talk: “Spread ideas. Make great ideas accessible and spark conversation.”

Girl Scouts of America: “Girl Scouting builds girls of courage, confidence, and character, who make the world a better place.”

Operation Underground Railroad: “We exist to rescue children from sex trafficking and sexual exploitation.”

Goodwill: “To enhance the dignity and quality of life of individuals and families by strengthening communities, eliminating barriers to opportunity, and helping people in need reach their full potential through learning and the power of work.”

Alzheimer’s Association: “Through our many initiatives and worldwide reach, the Alzheimer’s Association leads the charge in Alzheimer’s care, support, research and advocacy.”

Pioneer Center for the Performing Arts: “To cultivate exceptional performing arts experiences in our historic venue and throughout the region.”

ASPCA, The American Society for the Prevention of Cruelty to Animals:“To provide effective means for the prevention of cruelty to animals throughout the United States.”

Mission Statement Examples for Software Companies

OnStrategy: “Our mission is to create strategy that matters and drive the culture to execute it.”

LinkedIn: “To connect the world’s professionals to make them more productive and successful.”

Equifax Business Services: “To serve our customers by utilizing information and technology that provide real-time answers to increasingly complex questions.”

Google: “To organize the world’s information and make it universally accessible and useful.”

Amazon: “We strive to offer our customers the lowest possible prices, the best available selection, and the utmost convenience.”

Duolingo: “We’re here to develop the best education in the world and make it universally available. Our global team works together to make language learning fun, free, and effective for anyone who wants to learn, wherever they are.”

Hulu: “To help people find and enjoy the world’s premium video content when, where and how they want it.”

Microsoft: “Our mission is to empower every person and every organization on the planet to achieve more.”

TikTok “ Our mission is to capture and present the world’s creativity, knowledge, and moments that matter in everyday life.”

Vivint: “Vivint helps families live intelligently in safer, smarter homes.”

Example Mission Statements for Healthcare Organizations

CVS: “Helping people on their path to better health.”

Saint Mary’s Regional Medical Center of Northern Nevada: “To deliver compassionate, quality care to patients and better healthcare to communities.”

Northern Nevada Hopes: “Our mission is to build a healthier community by providing affordable, high-quality medical, behavioral health, and support services for all.”

Pfizer Pharmaceuticals: “We will become the world’s most valued company to patients, customers, colleagues, investors, business partners, and the communities where we work and live.”

The WellPoint Companies: “The WellPoint Companies provide health security by offering a choice of quality branded health and related financial services designed to meet the changing expectations of individuals, families, and their sponsors throughout a lifelong relationship.”

New York-Presbyterian Hospital: “It is the mission of New York-Presbyterian Hospital to be a leader in the provision of world-class patient care, teaching, research, and service to local, state, national, and international communities.”

The Center for Disease Control: “CDC works 24/7 to protect America from health, safety, and security threats, both foreign and in the U.S. Whether diseases start at home or abroad, are chronic or acute, curable or preventable, human error or deliberate attack, CDC fights disease and supports communities and citizens to do the same.”

Valley OB/GYN: “At Valley OBGYN, we strive to provide quality comprehensive patient-centered women’s care here in Spokane Valley.”

The American Psychological Association: “Our mission is to promote the advancement, communication, and application of psychological science and knowledge to benefit society and improve lives.”

Dentistry for Children: “Dentistry for Children believes that good dental health starts in infancy. Our dedicated pediatric dentists and teen dental specialists promote cavity prevention and good dental habits to help create a positive experience at an early age and into their adolescent years.”

Mission Statement Examples for Governments and/or Government Entities

City of Windsor, Canada: “The City of Windsor, with the involvement of its citizens, will deliver effective and responsive municipal services, and will mobilize innovative community partnerships.”

Cliffside Park, New Jersey Police Department: “The Cliffside Park Police Department is committed to providing a safe and peaceful environment in the Borough of Cliffside Park through effective and impartial law enforcement.”

Fire Department New York: “As first responders to fires, public safety and medical emergencies, disasters, and terrorist acts, FDNY protects the lives and property of New York City residents and visitors. The Department advances public safety through its fire prevention, investigation, and education programs. The timely delivery of these services enables the FDNY to make significant contributions to the safety of New York City and homeland security efforts.”

Municipal Court of Lakeview, Texas: “Our mission is to provide an impartial, unbiased, fair, and respectful forum for the trials of all Class C misdemeanor Penal Code offenses, Health and Safety Code offenses, Alcoholic Beverage Code offenses, City Ordinance offenses, as well as to preside over administrative and civil proceedings, as authorized by state law.”

Albany, Georgia: “The City of Albany delivers fiscally responsible, highly dependable services to the citizens in the community and the region with integrity and professionalism.”

Chicago Public Library: “We welcome and support all people in their enjoyment of reading and pursuit of lifelong learning. Working together, we strive to provide equal access to information, ideas, and knowledge through books, programs, and other resources.”

Seattle, Washington City Clerk: “Provide consistent high-level services which promote and strengthen a world-class government prepared to meet the emerging needs of the 21st century. Ultimately, improving the quality of life for individuals (and the community at large) by being one of the top-tier local government agencies in our nation and by building on our interdisciplinary strengths.”

Michigan Civil Service Commission: “To provide innovative, effective, and timely HR consultation and services to attract, develop, and retain a workforce that is diverse, flexible, creative, and competent to meet the ever-changing needs of state government.”

City of Reno: “Creating a community that people are proud to call home.”

FAQ's

What are the 5 components of a mission statement?

Every mission statement must have these five basic elements:

1. A label such as, “Our mission…”
2. A verb in the present tense.
3. For whom you’re doing this for.
4. A result or benefit of the work you do.
5. What you do and how you do it.

What is the purpose of a mission statement?

Remember that a mission statement explains why your organization exists. It is a foundational element of your plan that establishes your core purpose and who you serve!

Original document, 52 Mission Statement Examples that Rock + Free Mission Guide
Source: Onstrategy
Adapted for Academy.Warriorrising

Establishing reasonable planning assumptions

When you draft a business plan, you have to make many different types of assumptions. These include the general business environment, business-specific factors, and issues outside your control.

Some of these are so basic that they remain unstated. Realistically, there is no point in worrying about cataclysmic or other events that can render all your planning moot. You have to start with the assumption that everything will work as planned. For example, retailers assume that consumers will continue to make most of their purchases during the holiday season.

Beyond that, there are several broad types of assumptions that you’re going to have to make. These assumptions are what support and quantify the projections that you’ll make in the plan.

First, you’re going to have to make some assumptions about the general business environment. By and large, these assumptions tend to focus on issues such as interest rates, demographics, and other factors that all businesses face.
Second, you’re going to have to make some assumptions that are specific to your business. These assumptions focus on specific capabilities that your business must develop or maintain.
Third, you can model alternate assumptions to explain how you will shift gears, if necessary, in response to events outside your control.

Making assumptions regarding your business for planning purposes

As you work your way through the planning process, you will be called on to take your best guess regarding the key operational issues facing your business. You’ll have to make estimates regarding productivity, capacity, cash flow, costs, and many other interrelated factors. For example, if you are considering a manufacturing business, how many units of product can you expect a particular piece of equipment to produce? What assumptions can you make about its reliability and potential down time?

From a practical standpoint, there are two potential sources for the information you need to make reasonable assumptions. If you have an existing business, you have your personal experiences on which to rely. You know how much to expect from an employee and if your production equipment is reliable. Even if you’re taking on a new product or trying to enter a new market, your experience in the industry in general will serve you well.

The same holds true if you have experience in your industry, but not as a business owner. Many new businesses are started by people who have experience as an employee in the same or a related field. If that applies to you, what you learned will serve you well as you strike out on your own.

But what about the business owner who has relatively little experience in a particular field? The best bet is to tap into existing sources of information. One excellent source is industry groups or associations. These organizations exist to help business owners within a specific industry or field of endeavor. They can provide information regarding a wide variety of topics. Another good source of information are local chambers of commerce and other civic organizations. These groups can provide valuable demographic information regarding the specific geographic market in which you will compete.

Banks are an obvious source of information regarding financial matters. You’re going to have to make numerous assumptions that relate to money, cash flow, interest rates, expenses, etc. Much of what you need to know to make reasonable assumptions can be obtained from lenders. This also provides you with an opportunity to screen potential lenders by experiencing the quality of customer service they provide. Potential vendors and suppliers can also be consulted to get information regarding costs, product availability, timing requirements, etc.

While there is no substitute for personal experience, you can derive a large benefit by drawing on the experiences of those around you. Unless you’re starting a completely new type of business, there will be someone around with experience at what you’re planning to do. You’d be surprised how willing even potential competitors are to share information, if asked in the right way. This is particularly true if your business will serve a limited geographic market and won’t directly compete with a similar business located some distance away.

Finally, don’t forget about the management aspects of running your own business. In addition to whatever product or service you’ll provide, you will also have to perform a broad range of managerial activities. The most important assumption you can make about these back office duties is that they’ll take more time than you’d like. But the same sources who can provide the data you need to make reasonable financial and operational assumptions can also advise you regarding tasks that fall on you as a business owner.

Dealing with unexpected changes in external factors

Economic and weather conditions immediately come to mind when you think of factors outside your control. If a particular geographic area experiences an economic decline, there isn’t much you can do about it. If your business is dependent on fair weather, and unusual conditions prevent you from working, even short-term business plans will quickly go out the window. A house painter faced with nearly constant rain just won’t be able to do the planned work. If the profitability of a business that relies heavily on borrowed funds is affected by interest rates, changes in lending rates can be a huge factor.

In short, every business must deal with an environment in which key assumptions can change without much warning. A plan based on those assumptions is at risk. A good business plan can include contingency plans that help you establish how to react when the real world doesn’t conform to your plan. One way to do this is to look at how a change in one or more variables might affect your plan. Here’s how you might want to do that.

First, identify “environmental” conditions that would have the most direct impact on your business. There may be several. Make an effort to examine each of the environmental factors in turn so that you can develop a range of planning scenarios. Try to realistically estimate the number of days you won’t be able to work. Recent weather notwithstanding, it isn’t likely that it will never rain on days you would otherwise work, nor is it likely that it will always rain.

Second, try to quantify how changing conditions would impact your business and what the likelihood is that those changes will occur. Quantifying the result of a change in conditions is the easier of the two.

For example, if your business is heavily reliant on utilizing a line of credit to finance operations, a change in interest rate would directly affect the profitability of your business. If you assumed that you were going to pay $10,000 a year in interest, and an increasing interest rate pushes that to $15,000, your profit potential just went down by $5,000. If nothing else but the interest rate changes, at what level will you start losing money? In contrast, fluctuating interest rates wouldn’t present the same challenge to a business that rarely used its line of credit.

A little more difficult is the question of how likely is it that conditions will change? By definition, the factors are outside your control, but you can look at historical trends (e.g., the interest rate over the last two years) for some indication of the likelihood of changing conditions. If interest rates are a factor, consider a broad range of rates to determine what is the highest rate your business could tolerate.

A third step completes the analysis. First, you identified environmental factors that could impact your plan. Second, you assessed the likelihood that conditions would change, and you quantified the effect that each of these changes would have on your plan. Now, consider what would happen if, for example, interest rates go up and mid-way through your season, it’s already rained 11 days. Will you be able to meet your net income targets under these new conditions? Look at the factors with the potential for substantial impact on your plan and combine them in various ways.

Try to build reasonable “what if” scenarios that reflect your best estimates of what could happen. For example, if a salesman quits, you lose the ability to reach part of your customer base. But if the loss of the salesman results in reduced sales, and production and wage costs also go down, the temporary loss of a salesman might hurt growth potential more than current net income. Knowing that you can survive for awhile without him gives you a better chance to hire a high-quality replacement. Try to limit your modeling to situations that might realistically occur. Remember that some potential factors are just too remote to concern you.

Original document, Establishing reasonable planning assumptions
Source: Wolters Kluwer
Adapted for Academy.Warriorrising

Planning Assumptions: Are They Really Necessary and Valid?

Planning Assumptions: Are They Really Necessary and Valid?

We have seen mission-analysis briefings for years that include a slide titled “Facts and Assumptions.” The facts (bearing on the problem) are generally easy to identify and make sense of, primarily because they are just that, facts – evidence that stands on its own merit and needs no other confirmation because it is provable. Assumptions, on the other hand, are not currently provable but are based on sound logic, high probability of occurrence and applicability to the problem set.

However, it is common to dismiss many of the initial facts or assumptions because they are neither necessary nor valid once we look critically at them. This article expounds on the criteria of necessary and valid and proposes that the best venue for addressing assumptions is actually at the beginning of course-of-action (CoA) development rather than during the mission-analysis briefing.

Defining ‘necessary’ and ‘valid’

In a typical practice scenario where U.S. forces are moving into a contested area during an irregular-warfare environment, typical assumptions often include comments such as “The guerrilla forces will attempt to interdict and disrupt coalition forces with complex ambushes and improvised explosive devices,” or “The host nation will be able to provide potable water to meet our unit’s needs.”

While both of the assumptions may be true and even valid, they do not meet the requirement of “necessary,” thereby making them of no real value to our decision-making process at this point. Usually the facts and assumptions listed during the mission-analysis briefing rarely pass the “so what” test. The purpose of listing them is to allow the commander and staff to continue with the planning process in selecting a CoA.

The U.S. Army’s Commander and Staff Officer Guide (Army Tactics, Techniques, and Procedures (ATTP) publication 5-0.¹) defines facts and assumptions: “A fact is a statement of truth or a statement thought to be true at the time. Facts concerning the operational and mission variables serve as the basis for developing situational understanding, for continued planning and when assessing progress during preparation and execution. In the absence of facts, the commander and staff consider assumptions from their higher headquarters and develop their own assumptions necessary for continued planning. An assumption is a supposition on the current situation or a presupposition on the future course of events, either or both assumed to be true in the absence of positive proof, necessary to enable the commander in the process of planning to complete an estimate of the situation and make a decision on the [CoA].”

This begs the question: “Why then are assumptions listed during the mission-analysis process when we have not yet begun any planning of CoAs?” Perhaps they should be one of the first items briefed during CoA development instead. The reason for this is CoAs are often based on certain conditions being present for the CoA to be feasible, suitable or acceptable. Since CoAs should be distinctly different from one another, they will usually be predicated on distinctly different assumptions.

Example: In a CoA where a light-infantry battalion is considering an air-assault operation, a key assumption might be made about the amount of aircraft available for the mission. This assumption will normally not be encountered during mission analysis but will rather be determined when the unit begins planning possible CoAs, therefore making a validity check on the feasibility of this assumption necessary to proceed with CoA development. Since this is necessary to continue planning the mission, the staff must now ensure the planning figure is valid. So what constitutes the validity check?

The American Heritage Dictionary defines valid as “Containing premises from which the conclusion may logically be derived. Correctly inferred or deduced from a premise.” Using this as our standard for valid, the way to check for a valid planning figure of the number of available aircraft would be to seek expert advice (correctly inferred) such as from the brigade aviation officer (the logical person to ask).

‘Bell curve’ planning

The trick here, as with any assumption, after proving that it is necessary to continue planning, is to make a judgment call on the “degree of validity.” Just how many aircraft (and crews) will be available for the air assault three days from now? Figure 2 represents a way to look at determining the validity of an assumption; view it as a “bell curve”-style graph.

The horizontal axis (x) represents the number of resources available (aircraft and crews). The vertical axis (y) represents the likelihood of occurrence (degree of probability). The curve represents the degree of probability of any likelihood of occurrence. At the left end of the chart, there is a low occurrence the unit would have less than 10 aircraft available (<25 percent). At the far-right end, there is a still-low-but-somewhat-higher chance of having all 30 available. Each end of the curve represents figures that would likely make the assumption invalid because of the low likelihood of occurrence. Somewhere in the middle is the greatest likelihood of occurrence.

In this case, the brigade aviation officer believes that based on current operating tempo, maintenance schedule and crew management, there is a 75-percent-and-higher likelihood they should be able to put up between 23-28 aircraft for the mission three days from now. In the meantime, he recommends the brigade use a planning estimate of 25 aircraft (peak of validity) for CoA development. Thereby the assumption is listed as “The aviation battalion will have 25 aircraft available for the air-assault mission.” This assumption is now considered valid.

The same “bell curve” principle can be applied when making other assumptions. Example: In a situation where an advancing armored force is facing whether or not enemy forces will blow the bridge-crossing sites before its arrival, one of its CoAs is based on capturing the bridges intact, but a second CoA has as an assumption: “The enemy will blow the two Class 100 bridges leading into the objective area.” (In this case, the statement might well be determined during the mission-analysis process since the intelligence officer developed it during intelligence preparation of the battlefield, but it requires further exploration to determine its full impact on the unit. This will occur in CoA development.)

In this case, planning a river-crossing contingency is now necessary, and the check for validity is “Do we have the available means and resources to conduct a river-crossing operation without using the two Class 100 bridges? If so, what are those means and resources?” The advancing armored force must now determine what gap-crossing assets are available to its force. (Everything from helicopters to secure the far side to rubber boats and assault float bridging.) The type and amount of resources available will then determine the unit’s possible CoAs.

Using the bell-curve principle, the x axis would be the amount of each resource (helicopters, boats or bridging), and the y axis would be the likelihood of getting those assets, and how many of them. After coordination with the appropriate liaison officers, a planner can then determine the valid planning figures for CoA development. In this example, planners consulted with the appropriate liaisons and developed their list of valid assumptions that read:

No helicopters will be available to secure the far side.
We will have 12 eight-man rubber boats.
We will receive operational control of a multi-role bridge company from X Corps.

Key points

Based on this information, the staff begins developing CoAs based on current facts and assumptions because they are necessary to continue planning. Unless the resources change, the CoA must be planned within the limitations of available resources. Any CoA using planning factors outside the current assumptions invalidates the CoA. What makes the assumption valid is the research that planners did with outside units to see what the likelihood of occurrence would be for the force to get those assets.

Key points:

An assumption is necessary to allow the unit to move forward with planning.
An assumption is valid when some reasonable amount of research has been done to determine the likelihood of its occurrence.

It is unlikely these assumptions would have been fully developed during the mission-analysis process, therefore since each CoA is different and is based on different assumptions, we should consider saving the “Facts and Assumptions” slide for the beginning of CoA development, where we would have uncovered more detailed and meaningful information.

Original document, Planning Assumptions: Are They Really Necessary and Valid?
Source: E Armor
Adapted for Academy.Warriorrising

Pitch Johnny Criteria Definitions

Idea/Business Concept:

It is important to define your idea/product so that the judges can understand how, in an
innovative way, it addresses the market problem being solved.
The extent to which the participant provided a clear and convincing description of a
problem or opportunity. Consider how innovative the idea is as well as the
importance and scope of the problem/opportunity.
Key Question: Has the team presented a relevant problem (market need)? Does their idea solve that problem

Market Need: Has the team shown that their idea/concept is needed in the market?

Judges want to see what level of knowledge you have of the market in which you are
competing. What is your capacity to recognize and describe the problem you are
solving? You must know and communicate well who your competition is and how you
compare with them3 (also value proposition).
“Marketplace needs” is a marketing concept that relates to the functional or emotional
needs or desires of a target market. Generally, a successful company identifies when a
segment of customers is not effectively served by existing providers and develops
and promotes products or services to match.⁴
Key Question: Does the pitch answer the need in the market place? Does the pitch show
that the idea/innovation is necessary?

Value Proposition: Why is my idea or innovation valuable?

Product/service info and how it will solve the problem or take advantage of the
opportunity (value proposition).⁵
A value proposition is a promise by a company to a customer or consumer segment. It is an easy-to-understand reason why a customer should purchase a product or service from that specific business. A value proposition should be a clear statement that explains how a product solves a pain point, communicates the specifics of its added benefit, and states the reason why it’s better than similar products on the market. The ideal value proposition is concise, and it appeals to a customer’s strongest decision-making drivers… A company’s value proposition communicates the number one reason why a product or service is best suited for a customer segment. ⁶
Key Question: Has the team shown why their idea has value, that their innovation is the
best suited for solving the market need?

Feasibility: Has the team shown that this idea can be done?

The extent to which implementation of the idea/solution is feasible, considering the time, capital, and other resources that will be required. Additionally, the likelihood of being able to successfully market the solution.
A demonstration that the venture can be successfully implemented. Does the initiative aspire towards clear, realistic and achievable goals, while thinking big? Can it be implemented effectively?
The state or degree of being easily or conveniently done
Key Question: Has the team shown that their idea/innovation can be simply implemented/used by their target consumer

Passion & Presentation: Was the team passionate about their concept? Did they professionally present their idea?

Overall effectiveness of the actual presentation. Did the presenter(s) engage the audience and hold their attention? Did the presenter(s) appear to speak with confidence authority? Was the pitch exciting and compelling? How efficiently did the team allot their time?9
Key Question: Did the team confidently deliver a clear, concise message, presented in a professional manner

Refrences

Original document, PDF
Source: The Way Women Work
Adapted for Academy.Warriorrising

7 Simple Time Management Tips For Business Owners

As a business owner, I know it sometimes feels like there is so little time and too much to do. In fact, I’m sure you’re more familiar with that feeling than you’d like. But what if I told you there’s a way to make those 24 hours each day seem like plenty? And no, sadly, I don’t have a time machine. I’m talking about the wonderful art of time management.

What Is Time Management?

In a nutshell, time management is the process of organizing, planning and strategically controlling the time you spend on specific tasks. When done effectively, time management enables you to get more done in less time, even when you have tight deadlines and an endless to-do list.

Here are just some of the benefits of managing your time well as a business owner:

Boost your performance and confidence.
Enjoy work and get better results.
Meet deadlines and deliver on time.
Less stress and anxiety.

Top Time Management Tips For Business Owners

1. Find your golden time.

Do you know when you’re most productive in the day? Are you an early bird, a night owl or somewhere in between? Time management is all about understanding how you function best and setting up your day in harmony.

Save your most productive windows of time for your most important and urgent tasks. Your least productive hours can be spent doing jobs like admin that don’t require as much energy.

2. Use the Covey Time Management Matrix.

The Covey Time Management Matrix was created by Steven Covey — author of The Seven Habits of Highly Effective People — and this is the time management model I use and recommend to all my clients.

It’s built on four simple quadrants:

1. Urgent and important tasks.

2. Not urgent but important tasks.

3. Urgent but not important tasks.

4. Not urgent and not important tasks.

Sort all your tasks each week into these four quadrants. Tackle anything in quadrant one first, followed by quadrant two, and so on. This is the best way to prioritize tasks and can be incredibly helpful if you’re always spinning multiple plates (i.e., any business owner who has ever walked the planet).

3. Have a plan.

If you don’t yet own a diary or use a calendar app, now is the time to start. You could even go as simple as using a blank sheet of paper — but whatever you choose, make sure it’s easily accessible to you at all times.

Planning out your days for the week ahead is a brilliant way to organize your time efficiently and ensure you’re prioritizing your most important tasks.

Begin by plotting any upcoming deadlines and your most important tasks, and let your less urgent tasks come second. And don’t forget to plan in breaks and buffers — you’re a human being, not a machine.

4. Quit multitasking and focus on one thing.

Newsflash: Multitasking is a myth. I repeat, multitasking is a myth.

Yes, you read that right. Your brain can only handle doing one thing at a time. So, if you try to do more, you’ll only end up constantly switching your focus and taking even more time to complete both tasks.

The solution? Focus your attention on one task at a time. When it’s complete, then you can move on to the next thing. Give it a try and see how efficient and enjoyable it is.

5. Eliminate distractions.

We’ve all had a day (or many) when we find ourselves wildly distracted from whatever it is we’re trying to focus on at work.

Even if a deadline is looming and you really want to get this darn thing done, it’s just not happening. The first step in reducing distractions is to figure out what tends to distract you.

Your phone buzzing on your desk? Employees chattering around you? Kids screaming in the background? YouTube videos of panda bears flying down a slide?

Once you know your triggers, you can then take action to reduce them. For example:

Turn your internet off and work offline.
Put your phone on airplane mode or out of sight.
Use headphones to drown out background noise.

Chances are you already know what to do to help yourself, so in the words of Nike, “just do it.”

6. Get some rest.

You may ask yourself how you can get rest when there are countless things to do? I hear you, and I know how easy it is to let your business take over your entire life. Yes, you need to work hard, but you also need to take care of yourself.

If you let your physical and mental health slide, you won’t be able to show up as your best self in your business or any other area of your life. Although it may seem counterintuitive, you and your business will benefit from you getting enough rest and taking time to recharge.

So be sure to break up your day with five to 10 minute windows of off-time every hour. Get enough sleep each night. Give yourself permission to take a day off now and then. Trust me; your business will be okay.

7. Stick to what works for you

When it comes to time management, the most important thing is to do what works for you because we’re all different. Take and leave whatever you like from this list.

Start by implementing one of these strategies, and see how you get on. If something just isn’t gelling for you, let it go. When you’ve found the right tools and strategies, be sure to commit to them and consistently implement them in your day.

Start Small For Big Impact

Start today by applying one of these tips. Be OK with starting small. Stay focused, and add a tip a day. Before you know it, you’ll never say “I don’t have enough time” again.

Original document, 7 Simple Time Management Tips For Business Owners
Source:Forbes
Adapted for Academy.Warriorrising

How do you choose the best course of action from multiple options?

Identify the problem

The first step in choosing the best course of action is to clearly define the problem that you are trying to solve or the goal that you are trying to achieve. You need to ask yourself what is the main challenge, opportunity, or question that you are facing, and why is it important to address it. You also need to consider the context, scope, and constraints of the problem, such as the time frame, budget, stakeholders, and ethical implications. By identifying the problem, you can narrow down your focus and avoid irrelevant or unrealistic options.

Generate alternatives

The next step is to generate as many possible solutions or actions as you can think of that could potentially solve the problem or achieve the goal. You can use various techniques to stimulate your creativity, such as brainstorming, mind mapping, research, or asking for feedback. The key is to be open-minded and avoid dismissing or judging any idea prematurely. You want to have a diverse and comprehensive list of options that cover different angles and perspectives.

Evaluate alternatives

The third step is to evaluate each option according to some criteria that reflect your desired outcomes, values, and priorities. You can use a simple matrix or a table to compare and rank the options based on their advantages and disadvantages, risks and benefits, feasibility and effectiveness, and alignment with your goals. You can also assign weights or scores to each criterion to reflect their importance. By evaluating the alternatives, you can eliminate the ones that are clearly inferior or incompatible, and identify the ones that are most promising and viable.

Choose the best option

The fourth step is to choose the best option from the remaining ones based on your evaluation. You need to consider which option has the highest overall score or rank, which option meets your most important criteria, and which option you feel most confident and comfortable with. You also need to be aware of any biases or assumptions that may influence your choice, such as anchoring, confirmation, or availability bias. You can use tools such as pro-con lists, decision trees, or scenarios to help you visualize and justify your choice.

Implement the chosen option

The fifth step is to put your chosen option into action and execute it effectively. You need to plan the steps, resources, and timeline for implementing the option, and communicate it clearly to yourself and others who are involved or affected by it. You also need to monitor the progress and performance of the option, and adjust it as needed based on the feedback and results. You can use tools such as action plans, checklists, or dashboards to help you track and manage the implementation.

Review the results

The final step is to review the results of your chosen option and assess its quality and impact. You need to measure the outcomes and outputs of the option, and compare them with your expected goals and criteria. You also need to evaluate the process and experience of choosing and implementing the option, and identify what worked well and what could be improved. You can use tools such as surveys, interviews, or reports to help you collect and analyze the data and feedback. By reviewing the results, you can learn from your decision and apply the lessons to future situations.

Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

Original document, How do you choose the best course of action from multiple options?
Source: LinkedIn
Adapted for Academy.Warriorrising

Evaluate management scenarios and select a course of action

Ultimately, understanding shifts between ecosystem states, particularly given interacting and changing stressors, requires getting comfortable with estimation and prediction, and investing in good data. Ongoing research on effective system indicators, costs of management action or inaction, and societal preferences and trade-offs among management options will continue to generate new insights into how best to manage ecosystems prone to tipping points.” – Selkoe et al. 2015

Background

Once you have a clearly defined set of objectives, benchmarks, and targets you are trying to reach, and limits to avoid, it is time to decide on a course of action. Here we build on Strategies 1, 2, and 3 to use the information that has been gleaned throughout the process to take management action.

What set of strategies will help you to reach your goals? In the face of uncertainty and complexity, scenario analysis can help you weigh the costs and benefits (aka tradeoffs) of different alternative management actions. Depending on your particular policy context, it may be useful (or requisite) to evaluate the anticipated ecological, social, economic, and cultural impacts of any proposed action or plan across multiple species, habitats, and stakeholder groups. For systems prone to tipping points, the challenge is to do so while also specifically evaluating whether the alternatives under consideration can reduce the chances of crossing undesirable tipping points or enhance the chances of recovery. Such scenario evaluation may range from qualitative to quantitative analysis, depending on your team’s technical capacity and access to data and what is appropriate to the management decision under consideration (See Figure 23 above).

Strategy 4a. Develop potential future management scenarios and choose appropriate decision support tools to evaluate them

What does this mean?

Scenario analyses allow for the development of a range of potential future scenarios and trajectories due to social and ecological changes. These scenarios can then be investigated with both qualitative and quantitative methods. They can be developed to encourage dialogue among user groups about the benefits and challenges associated with different future scenarios and thus require information on how ecosystems and social components interact (Collins et al. 2011).

Scenario analysis can help identify the costs and benefits of different alternative management actions and can be an especially powerful decision tool in ecosystems prone to tipping points (Levin and Mollmann 2014). In such systems, scenario analysis allows you to explore alternative perspectives about thresholds, feedbacks, and system resilience, and gain insight into the potential consequences that may occur with abrupt or non-linear changes. Ecosystems that experience tipping points often surprise scientists and managers, and thus ‘what-if’ scenarios offer a useful approach for analyzing consequences of abrupt social-ecological changes.

Where social-ecological thresholds exist, cost-benefit analysis can also assist in the decision-making process and may push managers to prioritize precautionary actions that result in economically or socially beneficial ecosystem outcomes. Where the cost-benefit relationship is linear, there is no obvious policy choice—each unit of cost will yield a consistent amount of benefit, and the agency must decide among alternatives solely based on social preferences and values. Conversely, where a nonlinear relationship exists between the costs and benefits of action alternatives, cost-benefit analyses can help to identify alternatives that provide the greatest benefit at the least cost.

In the case of nonlinear ecosystem responses, the costs and benefits of management actions may also change nonlinearly as that threshold is approached (Kelly et al. 2014). Here, cost-benefit analyses can provide agencies with a dual incentive to implement threshold-based management: both carrot and stick. The carrot is a management action that accounts for a more cost-effective economic threshold; the stick is often an existing regulatory requirement to conduct a cost-benefit analysis under certain statutes. The usual caveats apply: costs associated with restricting economic activity that may generate risks to ecosystems and ecosystem services are often highly salient and relatively easy to quantify, while benefits are often not salient and difficult to quantify, exacerbating discount rates and failure to adequately consider non-market costs and benefits.

Tradeoff analysis can be another powerful tool that incorporates scenario and cost-benefit information into the process and can help managers understand potential resource use conflicts and stakeholder priorities (Lester et al. 2013). Trade-off analysis allows stakeholders to engage in management decision-making by evaluating the benefits and costs of different potential management strategies across multiple sectors or ecosystem services (White et al. 2012, Lester et al. in review). Quantifying the tradeoffs can help determine management priorities and options. It begins with identifying stakeholders and their interests, which inform different potential future scenarios, and then this information can be fed into a multi-criteria analysis which can rank the alternative future management scenarios from least to most socially preferred (e.g., Brown et al. 2001)

Given adequate information, such analyses can allow an agency to maximize benefit, minimize cost, and closely match economic decisions to environmental impacts on the ground. Moreover, such analyses may serve as a simple translation device for natural scientists to communicate the complexity of ecological thresholds to decision makers in a digestible manner.

Why is it important?

Deploying tools like scenario testing, tradeoff analysis, and cost-benefit analysis can save time and money by ruling out ineffective or inefficient strategies based on evidence. Where they exist, these tools can also reveal win-win solutions. And where tradeoffs exist, comprehensive analysis has been shown to focus attention on true (versus perceived) tradeoffs, which can help to defuse conflict. It may also help managers and stakeholders cope with uncertainty: exploring a range of future scenarios can help you to evaluate how robust your strategies are in the face of uncertainty. Such analysis may also provide insight into which strategies will be most resilient or adaptable in the face of future change.

How do you do it?

The first step in developing management scenarios is to identify the potential management alternatives that are most likely to keep your system within the ‘safe operating space‘. This step builds off of the science and decision-making processes we reviewed in Strategies 1, 2 and 3. Key questions to ask to help you apply and expand the knowledge gleaned throughout these previous steps include:

Which drivers are within your influence and what management decisions can you make to affect them?
What set of options do you have at hand to avoid crossing undesirable tipping points or to increase the chance of crossing desirable ones?
What stakeholders and sectors may be affected by the management decisions under consideration and what ecosystem functions, goods and services do they value and depend upon?

Depending on how comprehensive your scenario analysis process is, you may be able to consider all possible options (e.g., all possible spatial configurations in an ocean planning exercise) or a smaller set of alternatives.

The second step is to decide on your planning and decision-making time horizons. Questions to ask include:

Are you considering a short-term decision, such as a fishing quota that will last through a season, or a longer-term decision, such as an area designation that may be in place for years?
How far out into the future do you want to consider when weighing the tradeoffs associated with different actions you could take?

For example, when planning for new offshore development, you may want to consider how the infrastructure will affect the environment and existing users over its foreseeable lifetime. If climate change is a potential driver of ecosystem state change in your region you may want to forecast its effects over the coming decades and assess how best to adapt your management through time.

Third, consider whether there are different potential future conditions to evaluate in the plan. Again this will incorporate the information that has been gathered throughout the planning phase and will rely heavily on Strategy 2 (“Define management objectives in relation to ecosystem state”). We want plans and actions that can be robust to a range of socioeconomic and environmental conditions. The longer the management decision-making time horizon, the wider that range of future states might be. In a system that is prone to tipping points, this is particularly important, because those conditions can change dramatically in a short period of time. It is valuable then to evaluate management strategies under a range of likely possible futures to see how they perform or how they would need to be adapted to continue to meet your management objectives.

This can be done with discrete scenario testing (i.e., comparing how a strategy performs under Future State A versus Future State B), with a dynamic model(s) that can simulate fluctuating future conditions, or a combination of the two. As an example, the Millennium Ecosystem Assessment used a qualitative discrete scenario approach to compare outcomes for two different general approaches to sustainable development (promotion of economic growth and public goods versus proactive management of ecosystems and their services) under two different basic futures (expanding globalization versus increasing regionalization) (ME Assessment 2005, Scenarios Assessment Report). This resulted in four different possible future states (see Figure 24 below), for which they then used interviews with international leaders and thinkers and other qualitative information to assess the risk of extreme ecosystem events (those affecting >1 million people) in each scenario.

Below we detail three additional examples of scenario and tradeoff analysis to inform environmental management decisionmaking in the face of tipping points.

Weighing tradeoffs associated with reducing sediment runoff to reefs in West Maui, Hawaii

Increased runoff of sediment and pollutants from land threatens coral reef ecosystems around the world. These land-based source pollutants (LBSP) have been linked to degradation on some Hawaiian reefs. As an example of how to quantitatively evaluate management options for reducing key drivers of reef change, we developed a decision support tool that analyzes the costs and benefits of different management strategies aimed at reducing LBSP (Oleson et al. 2017). Specifically, we examined the tradeoffs, in terms of management cost and sediment reduction, among potential agricultural road repair management actions in West Maui, Hawai‘i. We identified the most cost-effective roads to repair (the most sediment reduction per dollar spent), and found significant cost savings associated with repairing these roads. We also found that the best environmental gains for lowest economic cost could be achieved if landowners cooperated, although the benefits of cooperation dissipate if landowners do not target cost-effective roads (See Figure 25 below).

Informing target-setting for marine spatial planning in Puget Sound

Levin and co-authors (2015) developed a social-ecological framework for scenario evaluation and target-setting in social-ecological systems. Demonstrating the approach in eelgrass ecosystems of Puget Sound, they illustrate how to determine people’s preferences and willingness to accept specific management actions (i.e., risk tolerance). Puget Sound makes up a unique estuarine system that is valued for its beauty and ecological importance. Like other marine and estuarine ecosystems, Puget Sound supports a variety of human activities, leading to some degradation of the processes supporting its ecosystem. Eelgrass is a particularly important habitat in Puget Sound, highly valued for its ecological and economic benefits. The authors estimated changes in eelgrass in Puget Sound related to a variety of potential changes in human activities using expert elicitation and Bayesian network analysis to generate the relationships between changing human activities, different drivers, and eelgrass. They then developed seven scenarios based on alternative futures analyses of the system, including changes in growth management, transportation, and land use patterns, as well as projected changes in sediment and nutrient inputs, shoreline armoring and overwater structures. These seven scenarios projected changes in the state of the social-ecological system, linking the changes in eelgrass with changes to a food web model that evaluated how eelgrass influenced the ecological community. Applying these seven scenarios, the authors examined trade-offs among 16 metrics, including seven biological indicators, four human stressor metrics, two metrics of development, and three indicators of economic costs. To identify people’s preferences and willingness to accept the social-ecological outcomes from these scenarios, the authors generated social norm curves, where stakeholder preferences are linked to the social-ecological state (represented by the 16 metrics) from each scenario (Figure 27). They interviewed 128 individuals representing major stakeholder groups in the region, exposing the participants to the outcomes of the scenarios using two approaches: (a) radar plots that visualize trade-offs among the metrics (Figure 23), and (b) stylized images that provided visualization of the different states of the ecosystem (Figure 26). Participants were asked to score the desirability of each scenario on a Likert scale from -2 (completely unacceptable) to +2 (optimal state). This allowed the researchers to identify the minimally acceptable state, the unacceptable states, and the participants’ overall most preferable state, which was an increase of between 10% and 25% of eelgrass (Figure 27). The outputs from this approach could be used to inform management targets in the region.

Investigating social preferences for herring management in Haida Gwaii

Building on the methods of Levin et al. (2015), our team conducted scenario workshops with stakeholders in Haida Gwaii to explore people’s preferences around Pacific herring fisheries management. Interviews with Haida (the First Nation resident in Haida Gwaii for ~13,000 years) elders and community members informed our understanding of the linkages between herring and a variety of ecological, social and cultural dimensions (Poe et al. in prep). These linkages were further refined and quantified by Poe and colleagues through small focus group expert elicitation (Poe et al. in prep). Experts helped to quantify (on a 5 point Likert scale) the linkages between herring spatial distribution and biomass and each of four social benefits tied to herring for both Haida (via the traditional food fishery and/or commercial spawn on kelp fishery) and non-Haida stakeholders (via commercial spawn on kelp and/or gillnet or seine fisheries). The four benefits they scored were ability to practice harvest; access to herring eggs on kelp (k’aaw) for food and feasts; social relationships; and connections to herring, its places and the herring environment.

An existing Ecopath model of the ecosystem (Ainsworth et al. 2014) was modified to examine ecological changes that would result from changes in herring biomass under 13 different fishing scenarios (Levin et al. in prep). We then provided workshop participants with visual, graphical and written descriptions of how herring, other species, and social values could be expected to change under each scenario and asked them to rank the desirability of each scenario on a Likert scale. Aspects of governance, access, and the spatial distribution of fishing and processing activities were also included in the scenarios. Results of these workshops help to clarify community preferences for how herring fishing should be managed in Haida Gwaii.

Conclusion

In this Guide, we have laid out four strategies for incorporating knowledge about ocean tipping points into your existing management decision-making. We have embedded these steps into a general adaptive management framework model that is widely used throughout natural resource management. This serves to not only make it easier to embed these steps into any ongoing adaptive management process you may be undertaking, but also to show that tipping points science can help you accomplish the tasks you may have already laid out in any adaptive management context. As an example of how these steps lend themselves to other resource management processes, in the box below we show how our four step process maps onto the Fishery Ecosystem Plan loop developed by the Lenfest Fishery Ecosystem Task Force in 2016.

Box 4. Integrating with existing management processes

The Fishery Ecosystem Plan Loop

The main recommendation of the Task Force report is that Fishery Ecosystem Plans (FEP) be developed to create a structured process for establishing ecosystem goals within fisheries management and translating them into action. The FEP Loop is presented as the conceptual framework for planning and implementation. While the terminology used in the FEP Loop and the OTP Process may differ, the ideas and order of operations included in these plans mirror one another closely.

Where are we now? = Characterize Tipping Points
In both the “Where are we now?” as well as the Characterize Tipping Points steps, the first stage is to understand your system and where it is relative to key targets or limits.

Where are we going? = Define Management Objectives
In this step, one identifies management goals and defines measureable management objectives. A tipping point perspective can be integrated by stipulating that the system needs to stay within a certain range of conditions associated with desired ecosystem states, known as a “safe operating space”.

How will we get there? = Set Targets and Design Monitoring, and Evaluate Alternatives
In this step, one establishes performance measures, sets target or limit reference points, and identifies potential management actions and their consequences. Note, this step includes activities from two Ocean Tipping Points strategies.

Implement the plan = Take Action
Once all of the potential alternative management options have been evaluated managers must select the management strategy that will be most beneficial for the entire system and implement it.

Did we make it? = Monitor and Adjust
Both frameworks emphasize the importance of monitoring the system, evaluating its response to management action, and adjusting accordingly.

From characterizing tipping points, to defining management objectives, setting targets, and designing monitoring programs, we hope this guide has helped you identify ways you can incorporate tipping points science into your own ecosystem evaluation and management. The methods, themes, and concepts presented in this guide are not meant to be prescriptive, but instead offer new ways of addressing long-standing, commonly-encountered ecosystem management problems. While tipping points in marine social-ecological systems change the rules of the game, the tools and concepts presented here can help you to anticipate, avoid, or recover from these dramatic changes.

Above all else, we hope that this guide can provide an accessible and interesting foundation in tipping points science and concepts upon which to build more successful and adaptable management solutions.

Original document, Evaluate management scenarios and select a course of action
Source: Ocean Tipping Points
Adapted for Academy.Warriorrising