To show and increase the value of tech comm in your organization requires focus and priorities. That’s especially difficult in times of too many conflicting demands and not enough resources.
But you can adapt tried-and-proven business principles and tools to keep your tech comm efforts on the rails and contribute to larger business goals.
The 4 strategic layers
A solid business strategy framework has four aligned layers:
- Higher layers have very few abstract elements which give lasting, big-picture orientation. Aligned means they give direction and help to define lower layers.
- Lower layers have many concrete elements which give specific instructions. Aligned means their execution contributes to achieving higher layers.
Yes, it takes some time to formulate the four layers – but I find it’s a good investment in your future: You can decide and defend what tasks you prioritize and how you do them. And you can show how tech comm add value to the organisation as a whole.
Now let’s take a look at the elements of the four layers.
The mission (statement)
The mission is the organisation’s reason for being put into practice. The mission takes several years to accomplish, and it should not be changed or abandoned lightly. The mission is guided by a vision for a future goal.
The mission statement is defined as “a written declaration of an organisation’s core purpose and focus that normally remains unchanged over time.” The mission statement is one or two sentences that fit on a t-shirt which the people behind it can be proud to wear.
In the mission statement, the organisation explicitly or implicitly answers four questions:
- Why are we here? What is the unique purpose we serve, the value we provide?
- What do we do? What products and services do we offer to provide that value?
- Who do we do it for? Who are our markets and audience?
- How do we do it? What principles and values guide our efforts?
For example, IKEA says: Our mission is to offer “a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them.”
For more about mission statements for tech comm, see my earlier post Why you need a tech comm mission statement.
The vision is the organisation’s goal several years in the future. It answers the question where the organisation wants to go. It can motivate the people behind it to get out of bed in the morning. It guides the organisation’s mission through time. By pursuing the vision, the organisation can accomplish its mission and fulfill its purpose.
For example, IKEA says: “Our vision is to create a better everyday life for the many people.”
Strategic goals describe self-contained efforts that have a distinct, measurable effect on the organisation’s business success. When reaching a strategic goal, the organisation usually can:
- Offer more efficient or effective products and services
- Translate the improvement directly into a customer benefit
Strategic goals are major advances towards accomplishing the mission. They take around a year to reach, or even longer.
Tactical initiatives are measurable milestones or contributions to a strategic goal. They often take weeks or months to execute.
Operational tasks are individual steps in tactical initiatives. They take days or weeks to finish. Policies and procedures, guidelines and standards guide the execution of tasks.