Creating a sense of mission
_(Originally published on_ _OUBS Blog_ _)_
_In 1973, Peter Drucker said: “That business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.”_
_Two schools exist in relation to mission, one describing mission in terms of business strategy (What is our business and what should it be?) and one in terms of philosophy and ethics (to generate co-operation among employees through shared vvalues and standards of behaviour). It should be seen that it involves both hearts (culture) and minds (strategy) of employees._
_The Ashridge mission model links strategy, values, purpose and behaviour standards._
_Purpose can be to maximize wealth for the shareholders. Others believe it should be to satisfy all the stakeholders. A third group believes the purpose should be aimed towards a higher ideal, which is likely the most motivating for emplyees if they share that ideal._
_Strategy defines the distinctive competence and competitive advantage the company has or plans to have._
_Behaviour standards are the translation of purpose and strategy into policies and standards of action._
_Values then are the beliefs and moral principles that lie behind the company’s culture._
_A strong mission exists when the four elements of mission reinforce each other. A sense of mission comes up when the values of the individual and organisation match. Careful recruitment is essential here._