DSpace at Khazar University

understand and relatively straightforward to implement, although they can be painful
for those adversely affected. At this stage in the change process, there is no sense of a
new strategy or vision informing these actions. The management is merely destroying
parts of the past (Relationship 3).
In order to embark upon a new phase of development, there needs to be some
sense of a new future, a vision or strategy that builds rather than destroys the
organization. Relationship 4 suggests that for this to happen there may need to be
structural and process changes first. The most obvious is the arrival of a new CEO with
ways of thinking new to the organization.
If a new strategy is to be realized it has to affect routine behaviors. Successful
implementation of the new strategy would manifest itself through new routines being
embedded in the organization (Relationship 5), leading to the emergence of the new
realized strategy (Relationship 6). If it is the right strategy for the firm, it should lead to
more sustained performance improvements than simply those stemming from costcutting.
In the rest of this chapter, we consider a range of process interventions that can
help bring about significant change in the organization. I refer to the culture model to
assess the role and contribution of each prescription.
2-5-10. The mission statement
We begin with mission statements, which seem to have a very mixed press. When
working with executives two contrasting opinions appear about the usefulness of
missions. Most executives view them rather cynically. However, a minority values
them and perceives them to be hugely influential in their organizations. We rarely
encounter executives with moderate views about mission statements. They either love
them or hate them. Clearly, there must be some contextual or process factors that are
causing these extreme reactions. We shall return to these following a brief summary of
mission statements.
The roles of the mission statement. Mission statements are supposed to capture
the essence of the firm's strategy in a concise statement of intent. They may be very
brief indeed, like "A Personal Computer in Every Home" or Komatsu's "Encircle
Caterpillar", or they may extend to several paragraphs. Sometimes they take on a rather
dry and objective tone that sets out broad guidelines for the organization; others are
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