It’s 1915. You are stranded in the middle of the Antarctic, your ship crushed by ice, your supplies dwindling and no rescue coming. The temperature is -20°C, the winds howl like a beast and survival seems impossible.
That was the reality for Sir Ernest Shackleton and his 27-man crew. Their ship, Endurance, had been trapped, then shattered by the ice. Their original mission—to cross Antarctica—was now dead in the water. But in that moment, Shackleton made a choice:
“Our mission is no longer to explore. Our mission is to survive. And every single man will make it home.”
With that single, unwavering commitment, the entire team shifted their focus. They weren’t just reacting to the crisis; they were driven by a clear, shared mission. Over months of brutal cold, starvation and unimaginable hardship, they navigated freezing waters in tiny lifeboats, crossed treacherous mountains and against every odd—they all survived.
This story isn’t just history. It’s a lesson.
A mission isn’t a task. It isn’t a goal. It’s a commitment that aligns every action, decision and resource towards what truly matters. Shackleton’s crew didn’t survive because they had a perfect plan. They survived because they had a mission.
And today, we ask you: Are you just following plans? Or are you working towards a mission that truly drives results?
The mission gap in modern organisations
This begs the question: are we all just following plans, or do we have missions that truly drive results?
The uncomfortable truth is that many organisations are facing a critical gap between strategy and execution. We craft beautiful strategies using ethereal language that paints a lovely world. Then we create a portfolio of disconnected projects and initiatives, only to realise months later that they’re not delivering the intended outcomes.
Why? Because your execution portfolio and your strategy are written in different languages.
According to Harvard Business Review, only 10% of strategies are successfully executed. The symptoms are all too familiar:
- Big missions, small impact
- Siloed thinking
- Slow decision-making
- Unclear accountability
Mission-based working: Bridging the gap
Five years ago at Sullivan & Stanley, we created mission-based working—a methodology we’ve since implemented successfully with many clients to address this disconnect.
Mission-based working isn’t about jumping straight from strategy to projects. It’s about creating strategic outputs through accountable, outcome-driven teams aligned to clear missions.
We offer two approaches:
- Mission-based working: Transform: For organisations seeking to completely change their ways of working or operating model
- Mission-based working: Delivery: For those who need to execute a critical initiative first before considering broader transformation
What makes it different?
Traditional approaches often either feel too rigid for today’s complexity (projects and programmes) or too radical a transformation (Agile). Mission-based working tackles both the leadership challenge and the execution challenge simultaneously.
When we set up mission-based working:
- Teams get it quickly, collaborating with colleagues they’ve never worked with before
- Leaders shift from oversight to enablement—”How can I help unblock you? How can I help you go faster?”
- New leaders naturally emerge
Rather than going broad and shallow with change (trying to change everyone at once), we go deep and narrow: one team, one mission. In just 90-180 days, these teams mature into highly effective value generators, becoming lighthouses for the rest of the organisation.
We’ve seen teams deliver £15 million worth of value in 90 days from a standing start—simply because they’ve come together with all the knowledge in the group, working as one unit.
The mission mindset
Here’s the key difference: a mission doesn’t presuppose a solution.
Compare these two approaches:
- “I’d like a new payment system”
- “I’d like our customers to be able to pay anytime, anywhere, anyhow, using a frictionless experience that’s low cost for our organisation”
Which team feels more motivated and empowered? Which team is likely to innovate rather than simply implement?
The reframing into a mission makes things fundamentally different. It creates an environment where people can thrive, where cross-functional collaboration is the norm and where real value emerges quickly.
In my next post, I’ll explore how we’re using AI to build the world’s best teams for mission-based working. Until then, ask yourself: are you working on projects, or are you on a mission?
Want to learn more about mission-based working and how it could transform your organisation? Get in touch with our team or download our latest Orange Paper on Mission-Based Working.
