Mission, Vision, and Values: definitions and examples
Mission, vision, and values often end up as a poster in the meeting room because the formulations are too broad to decide anything. Here you get the difference explained, Danish examples of empty and useful formulations, a template, and the test that determines if yours hold up.
Published · Updated · 7 min read
In short
- Mission = why we exist now. Vision = where we are going, with a target year. Values = how we behave.
- A vision without a year and criterion cannot be measured — and therefore is not used.
- Formulate 3-4 values as behavior, not as nouns.
- The test: can the formulation be used to say no to something concrete?
The Definitions — concise and useful
The three concepts are constantly mixed up. The difference is easy to remember if you look at the time perspective.
Mission
Why we exist — now
The mission describes the company's purpose and for whom it creates value. It is valid today and rarely changes.
Examples: “We keep production running for Danish food companies with service within 24 hours.”
Vision
Where we want to go — with a target year
The vision describes a future state with a time horizon and a measurable criterion.
Examples: “By 2030, half of our revenue will come from service agreements, and we will be known as Jutland's most reliable supplier.”
Values
How we behave
Values describe the expected behavior — especially when it's inconvenient. They should be usable to decide a concrete situation.
Examples: “We say no to tasks we cannot deliver on time” rather than “integrity”.
Strategy
Which choices do we make
Strategy is the path from mission to vision: which customers, offerings, and markets you focus on — and what you opt out of.
Examples: “We prioritize service agreements over single sales and focus on the food industry.”
Why it often ends up as poster text
The problem with mission, vision, and values is not that they are superfluous — it's that they are formulated so broadly that they cannot be used to decide anything. A vision without a year cannot be evaluated. A value like “quality” cannot be acted against. And a mission that could just as well belong to a competitor helps no one prioritize.
The test is simple: can the formulation be used to say no to something concrete? Can you determine if the vision has been fulfilled when the year comes? If not, it needs to be rewritten — or omitted.
How to formulate them in five steps
1. Start with the customer, not yourselves
Describe what problem you solve, and for whom. A mission that is about being “market-leading” says nothing about why the customer chooses you.
2. Add a year and criterion to the vision
Write what needs to be true, and when. Without a year and an actionable criterion, the vision cannot be used to prioritize between two options.
3. Choose a maximum of 3-4 values
Formulate them as behavior, not as nouns: “We only promise what we can deliver” instead of “trustworthiness”. More than four values are not remembered.
4. Test the formulations against a real decision
Take two concrete situations from the last quarter. Can the mission, vision, and values be used to decide them? Otherwise, they are too broad.
5. Link to goals and KPIs
The vision is broken down into 3-6 strategic goals with KPIs, so progress can be tracked. Without this, the vision will never be more than a mere formulation.
Template
MISSION │ We help [customer type] with [problem] by [how]. VISION │ By [year], we are [state], measured by [criterion]. VALUE 1 │ We [behavior] — even when [inconvenient situation]. VALUE 2 │ … VALUE 3 │ … OPT-OUT │ We consciously do not [activity / segment / market].
The opt-out line is the one most often missing — and the one that makes the rest credible.
Five formulation pitfalls
- The vision has no time horizon, so it can never be measured.
- The values are nouns that cannot be translated into behavior in a concrete situation.
- The mission could just as well be on a competitor's website.
- There are seven values — no employee can remember them, and no one uses them.
- The formulations are never linked to strategic goals, so they remain mere communication.
Well vs. emptily formulated
| Element | Empty | Useful |
|---|---|---|
| Mission | “We create value for our customers.” | “We keep production running for Danish food companies with service within 24 hours.” |
| Vision | “We want to be a leader in the industry.” | “By 2030, 50% of revenue will come from service agreements, and we will have the highest operational reliability in our segment.” |
| Value | “Quality.” | “We only promise delivery times we can meet — even when the customer pressures us.” |
| Opt-out | (missing) | “We do not bid on projects without a service agreement.” |
Frequently asked questions
What is the difference between mission and vision?
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The mission describes why the company exists today and for whom it creates value. The vision describes a desired future state with a target year and a measurable criterion. The mission is present tense and rarely changes — the vision is future tense and should be revised when achieved or when assumptions change.
How do you write a good vision?
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A good vision has three things: a target year, a description of the state, and a measurable criterion. For example: “By 2030, half of the revenue will come from service agreements.” Without a year and criterion, the vision cannot be used to prioritize between two options, and it cannot be evaluated.
How many values should a company have?
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Three to four values are enough. More than that will not be remembered and therefore not used. Formulate them as behavior rather than nouns — “we only promise what we can deliver” is useful, whereas “trustworthiness” is not, because no one can act against it.
Should an SME even have a mission, vision, and values?
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Yes, if they are used for prioritization. A vision with a target year makes it possible to reject opportunities that do not point in the right direction, and values formulated as behavior make it easier to make decisions without management in the room. If the formulations are only used for the website, they are wasted effort.
How often should they be updated?
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The mission rarely changes — typically only with significant shifts in the business. The vision should be revisited annually and revised when achieved or when assumptions change significantly. Values usually last a long time but should be re-evaluated if the behavior in the organization does not align with them.
How does this relate to strategy in Plandura?
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In Plandura, mission, vision, and strategic themes are formulated during strategy development and then linked to strategic goals, KPIs, and projects. This means that the vision can be broken down into measurable goals with owners, so progress can be tracked instead of being assessed by gut feeling.
Related guides
These guides are closely connected to mission, vision, and values and are natural next steps in your strategy work.
- Strategy process for SMEs in 6 stepsFrom analysis to an agreed strategy — without a six-month project.
- SWOT analysis: guide and templateStrengths, weaknesses, opportunities and threats — with TOWS to turn insight into action.
- Strategy map: how to build itVisual cause and effect between goals, themes and results.
- OKR vs KPI: when to use whichThe difference between ambitious quarterly goals and ongoing metrics.
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