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Vision and mission statements articulate an organisation’s long-term purpose, strategic direction and stakeholder commitments. Their organisational value, however, depends on whether these statements are translated into priorities, resource allocations, managerial routines and observable employee behaviour. This issue is particularly significant in the Indian banking industry, where institutions operate through extensive branch networks and must reconcile commercial objectives with financial inclusion, customer protection, prudential regulation, technological change and sustainability commitments. This paper develops an integrative review of the relationship between strategic intent and operational execution in banking. It synthesises the conceptual contributions of the Balanced Scorecard, Hoshin Kanri, the McKinsey 7S framework, Quality Function Deployment, Total Quality Management and SERVQUAL, alongside selected banking-sector evidence identified in the source manuscript and independently verifiable publications. The review distinguishes strategy communication, deployment fidelity and organisational performance as related but analytically separate constructs. It proposes a multilevel deployment pathway comprising strategic articulation, translation into measurable priorities, participative cascading, capability alignment, frontline execution and feedback. The analysis indicates that no single framework is sufficient: the Balanced Scorecard supports strategic measurement, Hoshin Kanri provides a participative deployment cycle, the 7S framework diagnoses organisational alignment, and quality-management approaches connect processes with customer experience. The paper identifies research gaps concerning branch-level measurement, public–private institutional differences, digital capability, managerial mediation, ESG integration and longitudinal evidence. An integrated conceptual architecture and research propositions are presented to guide future empirical investigation..
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Khule et al. (2026) studied this question.
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