A company’s mission and vision are more than just words on a website or painted on a wall. They are the foundation of its identity, guiding decisions, shaping culture, and defining its relationship with customers, employees, and stakeholders.
In the last few editions, I have cemented the necessity for consistent communication and constant reinforcing of the mission. Humans distract easily and benefit from consistency.
When leadership stays true to their guiding principles, organizations unite and thrive. When they stray, the consequences can be devastating.
Two of the most well-known examples of this disconnect are Boeing and Wells Fargo—companies that lost sight of their core mission, costing them money, employees, and reputations.
Boeing – Profits Over Safety
Boeing’s mission is to “protect, connect and explore our world and beyond” with a commitment to safety and sustainability. Yet, their recent safety record exposed a troubling pattern. Misaligned decision-making compromised safety for the sake of cost-cutting and shareholder value.
Investigations revealed that Boeing executives repeatedly overlooked warning signs, dismissed engineering concerns, and made crucial safety decisions based on financial imperatives rather than technical expertise. They failed to “protect, connect and explore our world and beyond”. As The New York Times reported, “Time and again, Boeing executives and engineers didn’t take warning signs seriously enough, opted against adopting additional precautions and made decisions for the sake of saving money or raising profits.”
The result? Boeing’s deviation from its mission led not only to financial setbacks but to a profound breach of trust with customers and regulators worldwide.
Wells Fargo – Sales Over Service
Similarly, Wells Fargo, one of the largest consumer banks in the U.S., lost sight of its mission “to serve customers at the highest standards”. Contrarily, it adopted a high-pressure sales culture that prioritized aggressive revenue targets over ethical banking practices. Employees, over 5,000 of them, followed their direct leadership into undermining “the highest standards” while creating millions of unauthorized customer accounts.
A unit of Wells Fargo betrayed customer trust and violated the very principles the bank claimed to uphold. The bank had positioned itself as a partner in its customers’ financial success. Yet its actions demonstrated a fundamental disconnect between its stated vision and its operational practices.
The Takeaway – Mission and Vision Matter
The stories of Boeing and Wells Fargo serve as stark reminders that a company’s mission and vision must be lived, not just repeated. They must be embedded in daily decision-making, leadership strategy, and corporate culture. Businesses that align their actions with their mission build trust, longevity, and sustainable success.
For business leaders, the lesson is clear: Stay true to your mission and let it guide your decisions. Your employees, customers, and long-term success depend on it.
