Mission Statement Drift The Corporate Cancer

Mission Statement Drift The Corporate Cancer



Mission Statement Drift/ the​ Corporate Cancer
Most if​ not all organisations these days have a​ published Mission Statement which should explain their reason for​ being. it​ is​ also true to​ say that most if​ not all organisations today suffer from ‘Mission Statement Drift’.
Why is​ this?
There could be any number of​ reasons. However organisations suffering from this malaise are almost certain to​ have internal problems with communication and​ or​ interpersonal relationships. Their processes and​ procedures are also likely to​ be somewhat ragged.
All companies large or​ small follow a​ corporate script, whether they are aware of​ it​ or​ not.
The modern day corporate script has usually just evolved unnoticed as​ a​ consequence of​ the​ daily processes running within the​ organisation. Sadly corporate scripts directly devolved from the​ corporate mission statement seldom if​ ever exist.
Why? Because most companies are blissfully unaware of​ the​ damaging effect of​ performing to​ an inappropriate corporate script.
If left unchecked and​ ignored an inappropriate corporate script may well develop into a​ commercial cancer which quietly eats away at​ the​ organisations’ effectiveness.
Recognisable title examples of​ corporate scripts which have just evolved surreptitiously are those such as;
A Victorian melodrama.
A Victorian Mill Owner.
A farce.
A Greek Tragedy.
The Roman Empire.
Megalomania.
Charge of​ the​ Light Brigade.
I’m alright Jack.
A thriller.
A ‘who done it’?
A comedy of​ errors.
Some of​ the​ above may well be familiar to​ you. You may even have played a​ role in​ such a​ production yourself.
It is​ obvious that the​ performers in​ these productions are all corporate employees, from the​ longest serving employee to​ first day recruits; from the​ gate keeper to​ the​ CEO they all have their part to​ play and​ play it​ they do.
The problem is​ that they are unaware of​ the​ fact that they are performing at​ all, let alone to​ a​ script which is​ totally inappropriate and​ potentially damaging.
The corporate script should of​ course devolve from the​ Mission Statement and​ its’ subsequent corporate objectives.
So, how should a​ company approach the​ task of​ rewriting their corporate script? This is​ a​ task which will be beyond all but those CEO’s and​ main board members who are most committed to​ the​ long term health and​ viability of​ the​ company for​ whom they presently have final accountability.
The positive pay off for​ commencing such an arduous task will most likely not be felt for​ a​ few years. it​ is​ therefore a​ most unselfish task for​ a​ board to​ agree to​ embark upon.
However if​ anyone would like to​ seriously consider writing a​ definitive corporate script which is​ in​ trim with their corporate mission statement then the​ following may be of​ assistance.
Please feel free to​ contact me for​ any clarification or​ further information. msm@etrainme. com
26 stage approach to​ developing an effective Corporate Script
1. Confirm the​ business you are in.
2. Confirm your market place.
3. Reaffirm your mission statement.

4. Map the​ mission statement in​ fine detail.
5. Identify and​ map the​ critical corporate objectives.

6. Identify and​ map the​ critical tasks to​ support the​ corporate objectives.
7. Group the​ tasks into job title roles.
8. Identify measure and​ map the​ competencies and​ performance attributes for​ each key job role title
9. Group job title roles into team roles.
10. Group team roles into divisional roles.
11. Match the​ mapped aggregated divisional competencies and​ performance attributes with the​ mapped detail of​ the​ corporate mission statement.
12. Apply critical gap analysis to​ identify any areas of​ incongruity.
13. if​ you have an acceptable level of​ congruence with the​ corporate mission statement you have a​ corporate script.
14. Now it​ is​ time to​ cast the​ key job roles.
15. Identify measure and​ map the​ competencies and​ performance attributes of​ the​ total workforce.
16. Match the​ workforce with the​ job role titles.
17. Reaffirm the​ appropriateness of​ the​ team groupings by matching aggregated team competencies and​ performance attributes with team objectives. Apply critical gap analysis to​ identify any areas of​ incongruity. if​ there is​ an acceptable level of​ congruence with the​ team objectives the​ team structures are in​ trim.
18. Reaffirm the​ appropriateness of​ the​ divisional groupings by matching aggregated divisional competencies and​ performance attributes with divisional objectives. Apply critical gap analysis to​ identify any areas of​ incongruity. if​ there is​ an acceptable level of​ congruence with the​ divisional objectives the​ divisional structures are in​ trim.
19. Reaffirm the​ appropriateness of​ the​ total workforce by matching total aggregated competencies and​ performance attributes with corporate objectives. Apply critical gap analysis to​ identify any areas of​ incongruity. if​ there is​ an acceptable level of​ congruence with the​ corporate objectives the​ human element structure is​ in​ trim. if​ not. . . . . . . . . . . . . . . ?
20. Monitor the​ corporate nonfiscal performance by continuously applying items 2125.
21. Measure and​ match corporate objectives with your mission statement.
22. Measure and​ match divisional objectives with your corporate objectives.
23. Measure and​ match subteam objectives with divisional objectives.
24. Measure and​ match actual aggregated subteam member competencies and​ attributes with subteam task driven competencies and​ attributes.
25. Measure and​ match team member competencies and​ attributes with their respective Job Title required Role Competencies and​ Attributes.
26. Reassess at​ least every 12 months.
There are a​ number of​ ways in​ which the​ above tasks could be approached.
Please feel free to​ contact me for​ further information or​ clarification.




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