Values form the bedrock of an organization's culture. Constituents must be able to enumerate the values and have common interpretations of how values will be put into practice. They must know how values influence their own jobs and how they directly contribute to organizational success. The vision of the organization is a simply defined, compelling ideal state that the leadership team foresees for the organization. Nothing should be done in an organization that is not compatible with the vision.
Strategic planning builds on anticipated future trends, data, and competitive assumptions.
Strategic planning resides at the top level of the organization and then informs lower levels from long - range planning. Both are important, but they serve different purposes. Strategic planning forces an institution to consider how it sees itself, what it wants to become, the values it will use to make decisions, the guiding principles it will refer to for change. CSF's drive the process of strategy implementation by defining managerial preferences with regard to key variables at a given point in time. Critical success indicators drive the process of strategy implementation by providing the performance measures used to track progress on critical success factors.