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In text,
Mission comes from its own without considering external or internal environement.
The only mentioning about where it comes from is the expectation of stakeholder.
If we are really rational, how come we determine our purpose or ultimate objective simply because our stakeholders want to achieve it?
In additon,
What on earth shall be included in the mission?
The classical definition is PURPOSE?
However, what is the purpose for an organisation as a whole? Obviously, any for profit organisation’s ultimate purpose is to make money? Do we need to state it?
In one page of Kaplan text, the author says there is no correct format of a mission statement.
However, on the next page, it quotes Drucker and says mission has to answer:
What is our business?
What is valued by business
What will our business will and What should our business be?If there is no right or wrong way to make a mission statement why do we need to care about Drucker’s definition.
On top of this, I have some comments for drucker’s question.
What is our business? (What does he or kaplan mean by business? Defined by product or general needs?)
What is valued by customers (we already considered stakeholders, why on earth we go back here and only consider customer needs? If this is an outdated version from today’s perspective, why it is included in the text?)
What will our business be and What should our business be? (Shoud this be a VISION not a mission?)
To add to my confusion, Kaplan texts gives the following arguements.
* The mission statement is a statement of culture. (What do they mean by culture? Drucker does not mention about culture at all!)
Apparently, Kaplan and CIMA just try to throw away a lot of different definition about mission without giving and organising its own view in a logical way.
Don’t worry about definitions like vision/mission/purpose.
Different authors com up with different definitions which dance, uselessly, around the same basic idea. Cynically, I think they come up with a different explanation to sell their new book.
I have always just thought of mission as the key purpose (or to show off, the raison d’etre’) of the organisation.
Your first point is right: you can’t really conjure a mission out of the air without regard to the environment – at least not on that will have much chance of success and going through the rational model is never as linear as often presented. There will be lots of coming and going. However, once things have settled down, the rational model gives a good basis of planning.You see yourself as, say, an internet-based clothing shop and your thoughts and plans have to be focused on that initially – whilst always being aware that the mission might have to be changed or to suit the changing environment.
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