Newpage Published Vision, Values & Objectives
NewPage Published Vision, Values & Objectives:
NewPage 's Strategic Vision, as provided in their mission statement on their public Website, is to be the best printing paper business in North America. Key points of the organization 's strategic vision are to be the preferred supplier of high-quality printing paper; to be the employer of choice, offering a safe, rewarding place to work and grow; and to generate financial returns exceeding cost of capital (NewPage, Mission, 2011). This has been the strategic vision provided by NewPage that I know of since 2008, and has not changed with the passage of several CEO 's in the organization. Initially, it seems as if this vision is trying to appeal to most of the people who have a stake in the enterprise - its employees, customers, and shareholders (Kotter, 1996, p. 73), and this is a key component to a successful vision. You would not want to meet the needs of one stakeholder while ignoring the needs of others (Kotter, p. 73).
Another key point to a strategic vision is to link the vision/mission with company values. When values are a part of the company 's shared vision effort, they become a guiding compass for the behavior needed to move people toward the vision (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 302). NewPage does have organizational values which are to be the guideline for all employee conduct, as well as company and managerial decisions. NewPage’s values statement outlines the core values that guide the organization:
- Safety First: Working together so that no one gets hurt
- Integrity: Keeping promises and doing what’s right for our employees, our customers, our communities and the environment
- Everyone Participates: Respecting individuality, expecting active contribution and teamwork
- Candid Communication: Creating respectful, two-way communications that are clear, simple and proactive
- Self-Confidence: Empowering informed decisions and intelligent risk taking
- Best Practices: Embracing
NewPage 's Strategic Vision, as provided in their mission statement on their public Website, is to be the best printing paper business in North America. Key points of the organization 's strategic vision are to be the preferred supplier of high-quality printing paper; to be the employer of choice, offering a safe, rewarding place to work and grow; and to generate financial returns exceeding cost of capital (NewPage, Mission, 2011). This has been the strategic vision provided by NewPage that I know of since 2008, and has not changed with the passage of several CEO 's in the organization. Initially, it seems as if this vision is trying to appeal to most of the people who have a stake in the enterprise - its employees, customers, and shareholders (Kotter, 1996, p. 73), and this is a key component to a successful vision. You would not want to meet the needs of one stakeholder while ignoring the needs of others (Kotter, p. 73).
Another key point to a strategic vision is to link the vision/mission with company values. When values are a part of the company 's shared vision effort, they become a guiding compass for the behavior needed to move people toward the vision (Senge, Kleiner, Roberts, Ross, & Smith, 1994, p. 302). NewPage does have organizational values which are to be the guideline for all employee conduct, as well as company and managerial decisions. NewPage’s values statement outlines the core values that guide the organization:
- Safety First: Working together so that no one gets hurt
- Integrity: Keeping promises and doing what’s right for our employees, our customers, our communities and the environment
- Everyone Participates: Respecting individuality, expecting active contribution and teamwork
- Candid Communication: Creating respectful, two-way communications that are clear, simple and proactive
- Self-Confidence: Empowering informed decisions and intelligent risk taking
- Best Practices: Embracing
References: Collins, J. (2001). Good to great: Why some companies make the leap and others don 't. New York: HarperCollins Publishers Inc. ISBN: 0066620996. Kotter, J. P. (1996). Leading change. Boston: Harvard Business School Press. ISBN: 0875847471. NewPage. (2011). About us - company overview - vision & values. Retrieved from http://www.newpagecorp.com Senge, P., Kleiner, A., Roberts, C., Ross, R., & Smith, B. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York: Doubleday. ISBN: 0385472560.