Transcript Vision, Mission, Values

Vision, Mission, Values
Dr. Rajeev Ranade
Addl. Director (Fac.)
NADT, Nagpur
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Vision
• A concise statement that defines the midto long-term (three to ten years) goals of
the organization.
• The vision should be external and should
express – often in colorful or “visionary”
terms – how the organization wants to be
perceived to the world
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Vision (contd.)
• Vision is a statement about what the
organization wants to become.
• It should resonate with all members of the
organization and help them feel proud,
excited and part of something much bigger
than themselves
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Vision (contd.)
• Examples
– US IRS: The IRS in 2009 is a 21st Century
agency with the human capital and
technology capabilities to effectively and
efficiently collect the taxes owed with the least
disruption and burden to taxpayers (from
Strategic Plan of IRS 2004-09)
– Tata Tea: To be India’s foremost tea based
beverage company
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Vision (contd.)
• Examples (contd.)
– General Motors: GM’s vision is to be the world
leader in transportation products and related
services. We will earn our customers’ enthusiasm
through continuous improvement driven by the
integrity, teamwork, and innovation of GM people
– McDonald: McDonald's vision is to be the world's
best quick service restaurant experience. Being
the best means providing outstanding quality,
service, cleanliness, and value, so that we make
every customer in every restaurant smile.
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Vision (contd.)
• Examples (contd.)
– ITC: Sustain ITC's position as one of India's
most valuable corporations through world class
performance, creating growing value for the
Indian
economy
and
the
Company’s
stakeholders
– SBI: Develop into a top rate, nimble footed
banking institution committed to excellence in
services to its customers, enhancing
stakeholder’s
value
though
care
and
competence and fulfilling obligations to the
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community at large.
Mission
• A concise, internally focused statement of
the reason for the organization’s existence,
the basic purpose towards its activities are
directed, and the value that guides
employee’s activities
• Precise description of what an organization
does
• Describe “why” the organization exists
currently
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Mission (contd.)
• Examples
– US IRS: Provide America’s taxpayers top-quality
service by helping them understand and meet their tax
responsibilities and by applying the tax law with
integrity and fairness to all.
– Tata Tea: (a) Achieve market and thought leadership
for branded tea in India (b) Be recognized as the
foremost innovator in tea and tea based beverage
solutions (c) Drive long-term profitable Growth (d) Cocreate enhanced value for all stakeholder (e) Make
Tata Tea a great place to work
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Mission (contd.)
• Examples (contd.)
– General Motors: G.M. is a multinational corporation
engaged in socially responsible operations, worldwide. It is
dedicated to provide products and services of such quality
that our customers will receive superior value while our
employees and business partners will share in our success
and our stock-holders will receive a sustained superior
return on their investment
– McDonald: (a) Be the best employer for our people in each
community around the world, (b) Deliver operational
excellence to our customers in each of our restaurants; and
(c) Achieve enduring profitable growth by expanding the
brand and leveraging the strengths of the McDonald's
system through innovation and technology.
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Mission (contd.)
• Examples (contd.)
– ITC: To enhance the wealth generating capability of
the enterprise in a globalising environment, delivering
superior and sustainable stakeholder value
– SBI: (a) Attain high standards of efficiency and
professionalism and core
institutional values
comparable to the best in the field. (b) Possess worldclass standards of efficiency and professionalism
rooted in the core institutional values of the State Bank
Group. (c) To be a committed, caring and responsible
corporate citizen (d) To provide a satisfying work
environment with opportunities for learning, selfdevelopment and self-actualization.
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Values
• The ‘VALUES’ define what the organization stands
for — they are the organization’s core rules
– They provide bounds or limits of how the employees
will conduct their activities while carrying out the vision
and mission.
– They are statements about how the organization will
value customers, suppliers, and the internal
community.
– Once defined, the values that are important to the
organization should be reflected in everything done by
the employees
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Values (contd.)
– Articulating values provides everyone with
guiding lights, ways of choosing among
competing priorities and guidelines about how
people will work together.
– A values statement reflects the core ideology
of an organization, the deeply held values that
do not change over time.
– Values are what the organization lives,
breathes and reflects in all its activities.
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Strategy
• Mission and Vision Statements along with Values
set the general goals and direction for the
organization. They help stakeholders, customers,
and employees understand what the organization is
about and what it intends to achieve
• These statements are far too vague to guide dayto-day actions and resource allocation decisions
• Mission and Vision Statements are made
operational when they define a strategy for how the
mission and vision will be achieved
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Exercise
• What should be the ‘Vision’ of Income Tax
Department? – (not more than 3
sentences)
• Write the Mission Statement in one
sentence
• Write four-five core values of the Income
Tax Department
• What should be the three major strategies
to achieve the Vision and Mission of the
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Income Tax Department
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VISION, MISSION, VALUES
OF
INCOME TAX DEPARTMENT
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Vision 2020
•To partner in the nation building
process Through
• progressive tax policy,
•efficient and effective
administration
• and
• improved voluntary
compliance
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Our Mission
•
•
•
•
•
To formulate progressive tax policies
To make compliance easy
To enforce tax laws with fairness
To deliver quality services
To continuously upgrade skills and build a
professional and motivated workforce
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Our Values
• Integrity “We discharge our duties truthfully, honestly and transparently”
• Accountability “We are responsible for our actions and outcomes”
• Responsiveness “We are sensitive, prompt, fair and objective in our
dealings with our stakeholders, fostering mutual trust”
• Professionalism “We strive for improving performance and competence
with a focus on achieving excellence”
• Innovation “We encourage new ideas, methods, processes and
• practices”
• Collaboration “We work together with our stakeholders and partners to
• achieve common goals”
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Challenges ahead………..
• Policy intervention challenges
• 1. Developing Comprehensive Database
of All ITD Data
• 2. Developing Research Capabilities
• 3. Estimation of the Tax Base & Revenue
Leakages
• Complexities in Tax Laws
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Challenges ahead………..
• challenges for efficient & effective administration
• 1. Assessment and Reduction of Compliance Risk
• 2. Human Capital Challenges
• 3. Development of Real Time knowledge Sharing
Mechanism
• 4. Technology Challenge
• 5. Accelerating Globalisation
• 6. Transition from 1961 Act to DTC
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Challenges ahead………..
• challenges for improved voluntary compliance
• 1. Removal of Barriers to Voluntary
Compliance
• 2. Reduction in Compliance Cost
• 3. Meeting Increasing Aspirations of
Taxpayers
• 4. Transition to an Era of E-governance
• 5. Faster Resolution of Disputes
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Strategic plan
• to formulate Progressive tax Policy
• 1. Estimating the Tax Base & Developing a
Revenue Forecasting Model
• Instituting Study on Plugging of Tax
Leakages
• Setting up of a Research Unit
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Strategic plan
• to Provide efficient and effective
administration
• 1. Developing Data Warehouse & Business
Intelligence Solution
• 2. Developing Mechanism for Monitoring
Tax-exempt Sector
• 3. Meeting the Challenges of International
Tax Administration
• 4. Developing a Tax Collection Strategy
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• 5. Aligning HR Strategy to Goals
Strategic plan
• to Promote voluntary compliance
• 1. Incorporating Taxpayer Perspectives to
improve Service Delivery
• 2. Single Window Facility for Taxpayers
• 3. Strengthening Partnership With Tax
Practitioners; Tax Deductors; and Third Party
Partners
• Litigation Management
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THANKS !
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