Corporate Ethos, Vision & Mission

Praveen Gupta

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• Over 2000 years ago , Sun Tzu wrote

“Strategy is the great work of the

organization . In situation of life of
death , it is the Tao of survival or
extinction. Its study cannot be
neglected.”
Know the other and know yourself
Triumph with out peril
Know nature & know situation
Triumph completely
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 Common Elements in Successful
Strategies
Successful
Strategy

EFFECTIVE IMPLEMENTATION

Long Term , Profound

Simple understanding of the Objective Appraisal
& Agreed competitive of resources
Objectives environment

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• A firm embodies three
sets of key
characteristics :
– Its goal & values
– Its resources &
capabilities
– Its organizational
structure and systems
• The external environment
of the firm comprises the
whole range of
– Economic, social , political
and technological factors
that influences a firm’s
decisions and its
performance.

The task of a firm’s strategy is how to deploy & harness its

resources and to satisfy its long term goals & how to
organize itself to implement that strategy.

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People can develop a clearer understanding of their
company’s ethos by thinking of it as if it were a living
being and asking questions like:

- If our organization was a person, what sort of person should it

be? (or it could instead be a brand of car or any other highly
visible branded object)

- What sort of characters would our competitors be?;

- How are we different from those characters?; and

- What sort of actions would this different character, or ethos,

encourage us to take in order to be consistent to ourselves?
 Layers that contribute to corporate character

Individual
Symbols of
Identity

Organization
Culture

National Or
regional Context
or Culture

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 Elements of Corporate Reputation

PERSONALITY
What Company is ?

IDENTITY IMAGE
What company What Stakeholders
says it is? think it is?

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• Profits are to business as
breathing is to life.
• Breathing is essential to life
but….
• It is not the purpose of
living.
• Similarly , profits are
essential for the existence
of the corporation , but they
are not the reason for its
existence.
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• There are three
concepts –
– All closely related
– That are extremely
useful in helping
companies think about
their identity , their
purpose and the
fundamental elements
of their strategy
– ETHOS, MISSION &
VISION
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 Ethos or Values
• Providing equal opportunity of self development, self
realisation
• Producing unmatched product quality
• Creating a safe work atmosphere
• Working towards better environment
• Trust
• Teamwork
• Honesty
• Integrity
• Motivation
• Quality
• Consistency
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 Vision
• “ To choose a direction , a leader must first
have developed a mental image of possible
and desirable future state of the organisation
…. Which we call a vision .
• A vision articulates a view of realistic ,
credible, attractive future for the
organisation…..
• With a vision , the leader provides an all
important bridge from present to the future.”

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• A distinction is made between vision
statements and mission statements.

• Vision statement is an articulation of what the

company wishes to become or where it seeks
to go .
• A mission statement is statement is more a
statement of corporate purpose and often
defines the area of business in which it
competes .

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 EIL Vision
To be a world-class globally competitive EPC
(Engineering, Procurement & Construction) and
Total Solutions Consultancy Organization.

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 The Mission
• To achieve “Total Customer Satisfaction” while delivering
innovative, cost effective and value added consulting & EPC services
at Global Level;
• To ensure growth and professional excellence by building intellectual
capital and distinctive core competencies;
• To maximize creation of wealth, value and satisfaction for
stakeholders;
• To promote and encourage best practices for Health, Safety,
Environment and Ethics;
• To achieve prominence in developing, adopting and assimilating
state-of-the-art technologies for competitive advantage;
• To foster a culture of participation and innovation for employees’
growth and contribution through a climate of fairness and
transparency in operation.
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 EIL Core Values
• Benchmark to learn from superior role models;
• Nurture the essence of customer relationship and
bonding;
• Foster innovation with emphasis on value addition;
• Integrity and trust as fundamental to functioning;
• Thrive upon constant knowledge updation as a learning
organization;
• Passion in pursuit of excellence;
• Quality as a way of life;
• Collaboration in synergy through cross-functional Team
effort;
• Sense of ownership in what we do.

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 Key Objective Areas
• Market standing
• Innovation
• Productivity
• Resource levels
• Profitability
• Manager performance and development
• Worker performance and attitude
• Social responsibility

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2/4/2020
 EIL Performs ( in Rs. Crores)
Particulars Q-10-11 Q-09-10 (A-D)10- (A-D)- Y-09-10
11 09-10
Cons. + Eng. Sales 286 264 826 745 1055
Turnkey Sales 390 229 1050 608 938
Total Sales 677 493 1876 1353 1993
Operating Profits 153 125 439 316 478
Other Income 32 42 96 146 182
PBT* 185 167 535 462 660
Capital Employed 1471 1646 1472 1646 1115

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 A Model of Managerial Competencies

Communication
Competency

Teamwork
Competency
Planning and
Administration
Managerial Competency

Effectiveness
Global Awareness
Competency Strategic
Action
Self- Competency
Management
Competency

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 The Evolving Structure of Organizations
2000
1990

2010

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 Elements of Industry Structure
Threat of
new entrants

Bargaining power Rivalry among Bargaining power

of Suppliers existing firms of Buyers

Threat of
Substitutes

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 BSC

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 Translating the vision

“Best in class.” How to translate

these lofty statements?
“The number one • Translating the vision:
provider/supplier”
• Clarifying the vision;

“Empowered • Gaining consensus

organisation”

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 Co-creation
It is necessary for the Sun to shine for good health of
mankind. But individual congenital determinants and
acquired lifestyle decide whether one is healthy or
unhealthy despite the Sun shinning leaving aside the
contingent condition of accidents and epidemics.
Similarly corporate training is necessary for the
employability health of the executive. But personal
determinant of the executive is essential for
producing a healthy manager leaving aside
temporary luck factors.

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 Process Orientation
Strategy is not about embracing the latest ‘big
thing’ in the hope of remaining relevant; it is
about the art of alignment to next practice.
If you feed grass to cow, you get milk; but
even if you give milk to snake you get poison.
The process ingrained in a system makes the
difference in output.

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