Ashridge Mission Model
The Ashridge Mission Model tests whether a stated organizational purpose, strategy, and value system genuinely reinforce each other, giving executives a diagnostic for spotting mission statements that sound compelling but do not actually guide decisions.
Andrew Campbell and Sally Yeung (Ashridge Strategic Management Centre), 1991
The origin of the framework, as the directory records it. The mark grades the origin, not this page.
Umbrex, Ashridge Mission Model
The directory entry this score was read from. Umbrex is a consultancy network; its summary is the reference, not a primary source.
Scored against the twelve cells, it loads three: Purpose, Strategy, and Incentives. The other nine it leaves to you. None of Composition, Evidence, or Mastery is among them, which is the usual result in this directory: the questions an agent in the loop raises first are the ones the literature answers least.
This is not a summary of the framework. Umbrex has one; the link under Sources goes there.
What orients a person and an agent when neither can see the whole system?
Where on the evolution curve does each capability sit, and does that dictate build, buy, or let go?
What are people paid for once output is no longer the scarce thing?