Too often it seems that entering a work organisation is like stepping on to a moving walkway, one can progress at either the same speed as the walkway or by running, one can move faster. However, one is conveyed in a fixed direction; carried along by the momentum of the organisation, only able to react to issues and crises as they come along and with little time to think. Sadly for many this is their working life. It is important for managers to be able to step off the moving conveyor and ponder the questions; Why are we here? What is our function? What do we do and what why do we do it? What should we be doing? It is essential that management are afforded time out to think, to be enable them to differentiate between general noise and real threats on the corporate radar screen. Management needs to critically examine what the company is doing and plan both for the present and for the future. In strategic management it is very important to firstly examine the reason d’être for the business and this requires consideration of the strategic mission. The Strategic Mission is externally focused and represents a statement of a firm's unique purpose and the scope of its operations in product and market terms. It provides general descriptions of the products a firm intends to produce and the markets it will serve using its internally based core competencies. {text:bibliography-mark} Without a clear view of its strategic vision and a road map to follow, a company will drift, often aimlessly, reacting to events and unable to anticipate its market and customer needs. Unless the company is the sole supplier of a much wanted, patented product, the “utopian widget”, then customers will find alternatives, the bottom line will be hit and the company will eventually go out of business or will be bought over by a competitor who knows how to leverage the advantages that the product brings. As well as considering the external environment it is also crucial that a review is taken...