Ashridge Model not Realistic

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Ashridge Mission Model > Forum > Ashridge Model not Realistic

Ashridge Model not Realistic
Leodegardo M. Pruna, Professor, Philippines, Member
I think that the assumptions taken are not based on realities. Thus, I believe that the model will find find it difficult to apply in practice.
Human beings find it easier to relate to tangibles rather than intangibles and before we could relate to values, we have to either find dissatisfaction or satisfaction on a product or service.

Reality of Ashridge Model
Wulf-Dieter Krueger, Teacher, Thailand, Member
Indeed models are rarely based on realities, since they are created in some think tank at some university by people who have hardly seen reality. Depending on the country, schools may be behind reality by about 10 to 15 years and universities by about 5 to 10 years.
Another issue is that these models come top down from outside top-own instead of from inside bottom up. So, instead of adapting some alien model to the needs of an entity, the company should rather create their own, realistic model themselves. The tools for doing that could be Brainstorming and Mind Mapping. Using these, each department develops their own mission, after which all departmental models are consolidated into an overall one.
Since everybody in the company contributed to the end-product there should be clarity about what it is all about and identification with the model should be unequivocal because of better tangibility. The implementation then should be easier, particularly if there are periodical reality checks.
Just think of the automotive industries where missions were formulated at the top and not appreciated at the bottom - Volkswagen and Jetta, BMW and Rover and Mercedes Benz and Chrysler - and I believe there are more to come bearing in mind the dream missions of Dr. Piech or Mr. Winterkorn.

Ashridge Model Only for Strategists
Dilip Khanal, CEO, Nepal, Member
The model is applicable to a only few employees who think strategically. For other employees, their prime concern is working for the organization only. Many companies in Nepal do not describe the mission. Yet the employees seem to be happy to work with these companies.
The assumptions of the model require revisiting from the context.

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