Questions and Answers
We have heard that a company should start the planning process by developing a Mission Statement. Why doesn't the Simplified Strategic Planning process do this?
Within the Simplified Strategic Planning process the Mission Statement is defined as describing the "intended future role of the business". We suggest that the Mission Statement is developed after the team has a "shared base of knowledge" and should therefore happen in the second meeting where all the research is shared and then used to first develop the strategy. At this time the team has a shared vision which can be further solidified by developing a Mission Statement. Issues such as the company's future commitments, focus, identity, markets served and competencies that need to be resolved to develop a meaningful, unique Mission Statement are largely the same as those dealt with in formulating strategy. The first cycle of the Simplified Strategic Planning process simply recognizes the importance of the "shared base of knowledge" in developing the Mission Statement. This approach saves the senior management team days of Mission Statement deliberation and the frustration of a redundant process. In subsequent planning cycles there is little change to the Mission Statement - unless there is a significant change that causes the team to recast the company's Mission Statement.
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