Mission Statement Process

A mission statement process has real impact when it connects strategic direction, cultural principles and the realities of day-to-day work. This is exactly what the kick approach is designed to achieve: the mission statement is developed step by step, formulated in clear and accessible language, and prepared in a way that makes it useful for communication, leadership and collaboration.

A mission statement can quickly lose relevance if it remains too abstract or is developed exclusively at management level. A robust process therefore combines clear direction with the targeted involvement of relevant levels and functions across the organization.

kick supports the entire process – from clarifying the assignment and facilitating workshops and focus groups to editorial refinement, visualization, approval, rollout and implementation. The result is not just a shared document, but a foundation that connects with the realities of everyday work.

A mission statement does not create impact through wording alone, but through its relevance to everyday organizational practice.

An effective mission statement process requires targeted participation – not the involvement of as many people as possible at every stage. What matters is that relevant perspectives from leadership, employees and key functions across the organization are captured in a structured way.

Participation can strengthen acceptance and identification because different viewpoints become visible and can inform the development process. At the same time, the process needs clear direction to turn these different perspectives into one coherent and easy-to-understand mission statement.

In the kick mission statement process, we therefore work with different formats: workshops with the executive board or senior leadership, in-depth workshops with additional leadership levels and relevant functions, as well as focus groups with selected employee groups.

Good participation does not mean that everyone decides everything. It means that relevant perspectives are deliberately brought together to shape a shared picture.

Leadership plays a central role because it provides strategic direction and later makes a significant contribution to ensuring that the mission statement becomes visible in day-to-day work. That is why the kick approach starts the content development process with a workshop involving the executive board or senior leadership.

A mission statement is intended to provide guidance for the entire organization. This requires clarity about strategic direction and cultural principles from the outset. At the same time, this perspective should not remain isolated if the mission statement is to resonate across the organization.

kick therefore connects the perspective of senior leadership with those of additional leadership levels, relevant functions and selected employee groups. This helps turn strategic direction into a mission statement that can be understood, embraced and applied throughout the organization.

Leadership provides strategic direction – participation connects it with the perspectives of the organization.

A mission statement becomes distinctive when the perspectives of the organization itself are systematically gathered, consolidated and translated into precise language. That is why the kick mission statement process includes several stages of development and refinement.

Generic statements provide little guidance if they are not clearly connected to the specific organization. Quality therefore does not emerge from the first draft alone, but above all through structured development and careful editorial refinement.

In the kick process, initial mission statement drafts are explored in greater depth in workshops, enriched with additional perspectives through focus groups, and then revised editorially, visualized and prepared for approval.

Key takeaway: A mission statement gains a clear profile when the organization’s own perspectives are brought together and made visible in a focused way.

An existing mission statement should be updated when it no longer adequately reflects the organization’s current strategic direction, culture or day-to-day reality. The kick offering is designed both for organizations developing a new mission statement and for those looking to update an existing one.

When updating a mission statement, it is important to go beyond simply revising individual phrases. The key is to reassess what kind of guidance the organization needs today and which perspectives from leadership, employees and relevant functions should be taken into account.

kick structures this development process from clarifying the assignment through to final approval, combining clear direction with targeted participation. This allows the mission statement to evolve while remaining closely connected to the organization and the perspectives that matter.

Updating a mission statement is not just about changing words – it is about sharpening the organization’s direction for today.

A mission statement only becomes effective when rollout and implementation are considered from the outset. That is why the kick mission statement process does not end with the approval of the text, but also includes communication measures and subsequent implementation activities.

Simply publishing the mission statement is not enough to embed it in the organization. Employees and leaders need to know it, understand it and recognize how it relates to their day-to-day work. This requires clear communication and a planned transition from development into everyday organizational practice.

kick prepares the rollout in a way that ensures the mission statement is communicated effectively and can then be further implemented across the organization. Visualization also helps make the content clear, accessible and visible.

A mission statement is only truly embedded when it is consistently translated into communication and day-to-day practice after approval.

The kick mission statement process is suitable for organizations, companies and business units that want to develop a new shared mission statement or update an existing one while actively involving leadership, employees and relevant functions.

The approach is particularly well suited to organizations that want to sharpen both their strategic direction and cultural principles, and ensure that the outcome is not only clearly articulated but also useful for communication, leadership and collaboration.

To achieve this, kick combines assignment clarification, workshops at different organizational levels, focus groups, editorial refinement, visualization, approval, rollout and implementation in a structured development process.

The mission statement process is especially valuable when shared direction is developed collaboratively and then brought to life in everyday work.