During kickoff for a two-year digital transformation program, the program manager interviews customer service, IT, finance, and compliance leaders, all of whom express different priorities. The executive sponsor stresses that the initiative must boost customer experience and revenue. To craft a mission statement that reflects varied stakeholder perspectives yet remains aligned with the sponsor's direction, what should the program manager do next?
Ask each functional lead to submit an individual mission statement and select the most suitable one
Facilitate a collaborative workshop with representatives from each stakeholder group to synthesize priorities, then validate the resulting draft against organizational strategy and the sponsor's objectives
Delay writing the mission statement until the scope baseline is approved to avoid rework
Summarize the sponsor's goal in a concise statement and distribute it for stakeholder sign-off, adjusting later if objections arise
Facilitating a joint workshop brings key stakeholder representatives together to surface and reconcile differing expectations. The program manager can then consolidate these inputs into a draft mission statement and test it against enterprise strategy and the sponsor's objectives. This inclusive, alignment-checking step builds buy-in and strategic coherence. The other options either ignore stakeholders, rely solely on the sponsor, or delay critical work, each risking a statement that lacks support or direction.
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Why is it important to align the mission statement with both stakeholder viewpoints and the sponsor's objectives?
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How can stakeholder feedback be effectively integrated into the mission statement creation process?
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What are the risks of overemphasizing one stakeholder group's viewpoint when creating a mission statement?
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PgMP
Strategic Program Alignment
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