“A policy is a formulation of long term goals and purposes and of the values and aspirations by which those goals and purposes are not only defined but are to be translated into activities and practices. Thus a policy is an affirmation, perhaps a reaffirmation, of what may be taken for granted or is implied, but what is frequently ignored or neglected or inadequately recognized in plans and programs and customary operations. Sometimes a policy serves to point out where these goals and purposes and these values are being blocked or sacrificed to various short-term ends or convenience.”

National Policy for the Family (1948)

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Lawrence K. Frank12

American cyberneticist 1890–1968

Kenneth R. Andrews (1916–2005) Business scholar

Source: Quote, The Concept of Strategy, 1971, p. 28

“It is important only to remember that the 'choice of goals and the formulation of policy cannot in any case be separate decisions.”

Kenneth R. Andrews (1916–2005) Business scholar

Source: Quote, The Concept of Strategy, 1971, p. 30

“Operative goals designate the ends sought through the actual operating policies of the organization; they tell us what the organization actually is trying to do, regardless of what the official goals say are the aims.”

Charles Perrow (1925–2019) American sociologist

Source: 1960s, "The analysis of goals in complex organizations", 1961, p. 855

“A policy therefor might be likened to strategy, the broad, overall, long term conception which gives direction and purpose to the tactics of immediately daily operations and decisions.”

Lawrence K. Frank (1890–1968) American cyberneticist

Cited in: Atlee L. Stroup (1966) Marriage and Family: A Developmental Approach. p. 593
National Policy for the Family (1948)

“Good mission statements focus on a limited number of goals, stress the company’s major policies and values, and define the company’s major competitive scopes. These include:”

Philip Kotler (1931) American marketing author, consultant and professor

Industry scope: The industry or range of industries in which a company will operate. For example, DuPont operates in the industrial market... and 3M will go into almost any industry where it can make money.
Products and applications scope: The range of products and applications that a company will supply. St. Jude Medical aims to “serve physicians worldwide with high-quality products for cardiovascular care.”
Competence scope: The range of technological and other core competencies that a company will master and leverage. Japan’s NEC has built its core competencies in computing, communications, and components to support production of laptop computers, televisions, and other electronics items.
Market-segment scope: The type of market or customers a company will serve. For example, Porsche makes only expensive cars for the upscale market and licenses its name for high-quality accessories.
Vertical scope : The number of channel levels from raw material to final product and distribution in which a company will participate... [or] may outsource design, manufacture, marketing, and physical distribution.
Geographical scope: The range of regions or countries in which a company will operate. At one extreme are companies that operate in a specific city or state...
A company must redefine its mission if that mission has lost credibility or no longer defines an optimal course for the company
Source: Marketing Management, Millenium Edition, 2001, p. 41 ; Chapter 3. Corporate and Division Strategic Planning