The mission should be thought of as the hub of a wheel. Connected to the hub are spokes that represent the support or process activities of the organization. The spokes connect to the rim of the wheel, which is the performance that every organization desires. It should be easy to see that the hub defines everything attached to it. If activities are not connected to the mission, if performances are evaluated without relevancy to the mission, if decisions are made without the legitimacy of the mission, then it is possible that the spokes could slip from the organization's rim and come loose from the hub.