3. Vision and Strategic Aspects

Presently chapter the main details and Suggestions are developed to be kept in mind with regard to the definition of the strategic vision of the Organization, the Objectives and Strategic Indicators, the Alienation strategic and finally the importance of the Strategic Maps; because as it is evidenced in the Chapter of General Concept they are these aspects for where the Strategist should begin the conceptualization process, definition and implementation of the revising of the organizational administration.

3.1 Strategic vision

 “In the Society of the information in which inmersos are has configured a special environment, in which all company should be unwrapped. For example, the Technology has been erected in a competitive Factor of first order, to such an extent that - mainly the companys of services - the business units that have not adapted to this new age will make an uppercase effort to maintain those critical capacities that, at least, they will allow them to maintain this new rhythm demanded by the market and the own environment.”

As the Teacher Alfonso López   indicates it , it doesn't fit doubt that the environment has transformed, situation that you can evidence among other aspects in:

· The Client every time  are  demanding more and they demand high standards of quality. There are no longer clients “conformists.”

· The Client demands products and services to them measure. In passed years the Client adapted to what the market offered him. Today it happens the other way around, the organizations should adapt their products and services according to the Client it demands him.

· The Organizations are agree  with (including their competitors) that is important to be Efficient, Effective and Troops:

· EFFICIENCY: Capacity to make the things well, of solving the problems and of fulfilling that programmed, using the precise quantity of Resources and efforts. To make well and more, with less.

· EFFECTIVENESS: Capacity to make the certain things, of generating alternative creative and innovators to increase the level of achievement of the wanted objectives and the sustentabilidad of the institution. (Resources/develops/pertinence distances). - to Make well and more, with less, the correct things.

· EFFECTIVENESS: Capacity to increase the reach of the biggest objectives that  justify the existence of the organization, in their city, state or country (it distances develops/misión). - to Make well and more, with less, the correct things directed to the mission

· The Improvement Continuous accent of being a purpose outlined in the administration reports or a premeditation, to be a reality in the companys. Every day they are more the organizations that implement programs and strategies of continuous improvement.

· The human talent one of the biggest values contributes in the Organization. That clear it is the concept; the best teams, those more qualified and motivated, they generate the best organizations.

· The companys every time they specialize more. When making something it is not enough; it is necessary to make it well.  

Just as Kaplan and Norton they point, truly the process of configuration of the BALANCED SCORECARD begins when the Address puts on hands to the work in the translation of the strategy of its business unit in some concrete strategic objectives, so that its critical inductores they can be identified.

Without a doubt, the last end of the BALANCED SCORECARD is the integration and complementation of all those objectives emanated from the own strategy.

From the instant that the system of indicators is erected in an element of unquestionable support in the process of taking of decisions, we will be speaking of a true  ADMINISTRATION SYSTEM.

Given the above-mentioned is important in the moment to design the VISION OF THE ORGANIZATION to think about the following queries:

· The vision is clear or confused?

Is · contradicted the vision regarding the mission or its organizational objectives?

· That so limited or rigid the Vision is?

Is · illogically ambitious?

· Like the Vision was built? Do they have prospective components or has it been conceived in a closed way?

·   The vision  motivates?

* * * * *

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