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Without a clear vision for your organization and a mission for your product, your team will get confused.Let's talk about how to set them and see some popular examples so you can better understand the value here.To find product market fit faster, sign up for my free 5 day email course – https://nxtstep.io/fitEpisode TranscriptHey folks, Sean here and today what I want to talkto you about is how to realize your product vision.So more recently, I've been working with a few clientsand helping them realize a vision for their product.Now there's a number of variables here.There's vision statements, there's mission statements.I want to talk about subtle differencebetween the two of those and thosecan be set at the organization level.They can also be set for your product.Now the way I typically like to see itdone is setting the vision statement for for theorganization and a mission statement for the product.And I like the two to support oneanother, as in if you are making progresstowards the mission for your product, that shouldsupport the vision for your organization.That's the way I like to see them connected.I think they're really important for keeping your team onthe same page about what you should be doing andhow you should be making the world a better placewith what it is essentially the purpose that you've setfor your product and then the vision for your organization.Now this isn't always set and when I run intosome issues with the clients that I help building andscaling product companies, I end up finding that this isone of the problems that I run into fairly consistently,as in the vision is somewhat unclear.There's also some confusion back and forth between whatis the vision of the organization versus what isthe mission of the product or vice versa.So I want to talk about some examples of thoseand then how you should leverage each when you're goingabout making positive change at your product organization.To help with my research on this topic,I've had a number of conversations with ChatGPT, which has been very helpful.I've incorporating that more and more into my routineand I'd encourage you to do the same.But as part of that, I started focusing onsome of the largest, more popular organizations out therethat are relatively well known, like Google and Microsoft.And I started researching both their vision missionstatements for both the organization and their products.As such, I want to describe kind of eachfor you as an example which would help youfigure out what yours should be for your product.And then I want to talk about how you shouldultimately realize progress towards them because it's not just importantto have them, it's important to understand how to leveragethem and how to realize them and when they shouldcome into play when you're going about trying to improveyour product and succeed at your organization.So when I looked up for Google how itwould define essentially Google's vision statement, the example thatI came back with is create a world whereevery person has access to the information and theopportunities they need to succeed.So that's the vision statement and if you realizefrom that example, it's a pretty lofty goal, right?And it's one that isn'tnecessarily all that obtainable.Like we might want to cure world hungeror end homelessness or something like that.These are characteristics, I would say, of a solid visionstatement as and it may not be something that iseasily achievable, but it is a lofty but a monumentalgoal if it's something that you can achieve.So it's a future state that youwant to desire to make progress towards.I know Lexus at one point hadthe passionate pursuit of perfection, right?So if you think about that or you're breaking that onedown, lexus may be desiring to build the perfect car.Are they ever going to build a perfect car?Probably not.How would we even know someonehad built a perfect car, right?But I like the idea and theconcept of that being the goal, right?If you're trying to achieve or you have thepassion pursuit of perfection in mind at all timesin the work that you do, then that meansthat if you come anywhere near that, you're probablygoing to produce some pretty impressive results.Now that's the vision statement.Now again, I recommend a vision statement being setlargely at the organization level and I think themembers of your organization should understand what that isand then be willing to support it.It should be something that makes sense and much ofthe work, if not all of the work that youdo at your organization to support progress towards that vision.So at the same time, I wanted to divea little bit deeper and specifically talk about anexample of what might be a mission statement.But mission statement I would recommend kindof being set at that product level.So not necessarily the organization, but again at theproduct and then the product in particular I'm goingto share with you, since I shared that asa vision statement is Google Search.So from the search engine, the mission I wouldsay for the Google search product, as I foundin the research that I did, is to providethe most relevant and useful information to users.There are different variations of that but youkind of get the idea there, right?And what I find particularly helpful aboutthe mission statement set at a particularproduct level is it more specific towhat you're doing and managing that product.And if you are continuously makingthat product better, it should enableyou to continuously fulfill that mission.As in, you know, at a static pointin time, you may currently have the bestproduct that's capable of doing that.But as technology evolves, as things in themarket change, as more products become available, youwill need to continuously be making progress inorder to be realizing and fulfilling that mission,right, to support that grander vision.Now that's some examples of each.What I want to talk to you about as welltoo, is how to leverage these in the work thatyou're doing with your team on a daily basis, howthat can help clear up confusion and what it lookslike when you're able to achieve those results.So having a vision and mission statement for bothyour organization and your product will be critical forensuring that your team remains on the same pageas you're, trying to make your product better andenable your organization to become more successful.If you don't have those, you're likely to introduceadditional confusion into what it is you're doing ona daily basis and the progress that you're tryingto build towards in the long term.So if you haven't set these, setthem, but set them as a team.It should be a collaborative effort because you wantto ensure that your team can get inspired andget behind both of these concepts as well too.If you ...