“THE MISSION HAS BEEN IMPLEMENTED IN MY COMPANY, BUT I HAVE NOT OBSERVED ANY CHANGES, WHY? WHAT HAS GONE WRONG? HAS IT BEEN EFFECTIVE? THE FOLLOWING ARTICLE AIMS TO CLARIFY THESE QUESTIONS AND EXPLAIN HOW TO CARRY OUT AN EFFECTIVE IMPLEMENTATION OF THE MISSION.

 

The mission is an important tool for the implementation of strategies, but in many companies, there are serious difficulties to put it into practice due to the lack of motivation related to the mission. Why is this? We must consider the three dimensions in the development of the mission: the formal, the dynamic and the motivational. Three dimensions to consider for an effective implementation of the mission that translate into: authenticity, coherence and integrity.

The formal dimension of the mission represents the explicit knowledge that the members of an organization have of their own mission. It is the essence of the "why" usually explained in the corporate mission statement.

The dynamic dimension of the mission reflects the fulfillment of the mission, that is, how it is carried out in practice. Therefore, what matters in the dynamic mission is to what extent or how the company fulfills its formal mission.

The motivational dimension of the mission is the prosocial motivation linked to the mission, the understanding of the "why" of an organization linked to personal motives. It translates into terms of “customer satisfaction”, “contribution to society” or “employee development”.

The unitary three-dimensional nature of a mission raises the question of "fit" or coherence and non-contradiction between the various dimensions. We identify three forms of consistency.

The first is between the formal and motivational mission, the fit between what the company claims as its mission and what actually motivates its members (what the company "says" it wants and what its members "really" want). In this sense, we can say that it determines the "authenticity" of the mission. We can refer to a mission as authentic when it is "real" in the sense that it is "truly" lived by individuals.

The second form of coherence is between the motivational dimension and the dynamics of the mission or the fit between what really motivates people and what they really do in their daily practice (operations and processes). This form of coherence gives the mission «“integrity”.«.

Finally, the coherence between the dynamic and formal missions defines the coherence of the mission, that is, the degree of alignment between what is done in practice (dynamic mission) and what the company declares as its mission (formal mission). .

You can have true knowledge of what a mission is only when you consider the complete 'model' with the three dimensions defined, aligned and practiced.

DPMC will help you carry out a complete and effective implementation of your mission, generating cultural changes to improve unity and benefit, measuring the objectives and benefits achieved at all times.

Summary of the article by Carlos Rey and Miquel Bastons published in LPR Elsevier, August 2017. Access to the full article at: https://www.sciencedirect.com/science/article/abs/pii/S0024630117300109

 

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