DSpace at Khazar University

Looked at in this light, it is clear that the mission statement summarizes the
output of an extensive process of strategic thinking. It should not, therefore, be drawn
up at the start of such a process. If the mission statement captures the essence of the
strategy, it can then be used as the key strategic document. A whole set of actions
should then be driven by the mission statement.
The role of the mission statement in strategic change. We can assess the way in
which a mission statement may assist in the process of cultural change. If the team that
drafts the statement has not engaged in a challenging debate about strategy, the chances
are that the statement will merely confirm past realized strategy. The cognitive
processes of the group responsible for the mission may restrict and constrain the
emerging vision to the extent that no real change is seen to be required to organization
processes or behaviors. We should not underestimate the attractions of such an
outcome. A mission that confirms, broadly, the legitimacy of the status quo also
confirms the practices, routines and priorities of the past, and it justifies the existing
structures and power relationships. A mission statement like this is likely to be warmly
and actively supported by all those who benefit from the status quo.
Mission statements that call for significant shifts in the way things are done in
the firm can come about in a variety of ways. They can be drawn up with the
involvement of outside consultants, who, being in a more objective position, may be
able to set out dispassionately the nature and the extent of the changes required. The
chances of this statement impacting on the organization will depend upon the power
relationships within the structure, particularly the extent to which the CEO backs the
strategy set out by the consultants. Whether change is wholeheartedly adopted by other
top-team members will depend on the degree to which they are dissatisfied personally
with their current situations. A crisis precipitated by a serious deterioration in
performance may persuade these executives that change is the only option. More
positively, there may be attractions in pursuing the change of direction if the executive
perceives positive outcomes for him- or herself.
For a top team to construct and be committed to a strategy of change
themselves requires them to engage in new ways of thinking. While the impetus to
explore new strategies may be encouraged by outside events - for example, performance
problems, a new entrant into the market, or pressure from the corporate centre - the
85