Post on 05-Dec-2014
description
presents
Leadership Fundamentals: Creating an OGSM Framework to Rally Your Troops
DAVE BALTER@davebalter
OGSM
…a different type of ORGASM
OBJECTIVES
GOALS
STRATEGIES
MEASURES
load of
Bullshit
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&
Loads of
success
top-down strategic planning frameworksimple. clear. concise.
fits on one page
gives you a medium and long-term plan
guides your short-term successes
managed by the leader, formed by stakeholders
used as part of a business planning cycle
[YEAR] [COMPANY] OGSM[YEAR] [COMPANY] OGSM[YEAR] [COMPANY] OGSM CONFIDENTIAL
Vision Your Vision of the FutureYour Vision of the FutureYour Vision of the FutureYour Vision of the FutureYour Vision of the Future
Global Objective What Will Happen When You Get There (Quantify)What Will Happen When You Get There (Quantify)What Will Happen When You Get There (Quantify)What Will Happen When You Get There (Quantify)What Will Happen When You Get There (Quantify)
goals strategies tactics (measures)
A set of objectives that
overlap the corporate
mission and BIG Objective.
Numeric Measurement
that determines if
you succeeded in obtaining your
objectives
The goals are translated into choices, which are what strategies you will deploy in order to achieve your goals.
A set of objectives that
overlap the corporate
mission and BIG Objective.
Numeric Measurement
that determines if
you succeeded in obtaining your
objectives
The goals are translated into choices, which are what strategies you will deploy in order to achieve your goals.
•How you know your strategy is working
A set of objectives that
overlap the corporate
mission and BIG Objective.
Numeric Measurement
that determines if
you succeeded in obtaining your
objectives
The goals are translated into choices, which are what strategies you will deploy in order to achieve your goals.
•Can be both quantitative and qualitative
A set of objectives that
overlap the corporate
mission and BIG Objective.
Numeric Measurement
that determines if
you succeeded in obtaining your
objectives
The goals are translated into choices, which are what strategies you will deploy in order to achieve your goals. •May focus beyond financial performance since many aspects
of organizational activity are considered.A set of
objectives that overlap the corporate
mission and BIG Objective.
Numeric Measurement
that determines if
you succeeded in obtaining your
objectives
The goals are translated into choices, which are what strategies you will deploy in order to achieve your goals.
A set of
objectives that overlap the corporate
mission and BIG Objective.
Numeric Measurement
that determines if
you succeeded in obtaining your
objectives
A set of objectives that
overlap the corporate
mission and BIG Objective.
Numeric Measurement
that determines if
you succeeded in obtaining your
objectives
A set of objectives that
overlap the corporate
mission and BIG Objective.
Numeric Measurement
that determines if
you succeeded in obtaining your
objectives
A set of objectives that
overlap the corporate
mission and BIG Objective.
Numeric Measurement
that determines if
you succeeded in obtaining your
objectives
A set of objectives that
overlap the corporate
mission and BIG Objective.
Numeric Measurement
that determines if
you succeeded in obtaining your
objectives
A set of objectives that
overlap the corporate
mission and BIG Objective.
Numeric Measurement
that determines if
you succeeded in obtaining your
objectives
A set of objectives that
overlap the corporate
mission and BIG Objective.
Numeric Measurement
that determines if
you succeeded in obtaining your
objectives
These elements are stable and don’t have a
definitive duration
Communicated to all
Stakeholders
Related to Financial
Performance
Stable and Reviewed Annually
These elements are stable and don’t have a
definitive duration
Communicated to all
Stakeholders
Related to Financial
Performance
Stable and Reviewed Annually
These elements are stable and don’t have a
definitive duration
Communicated to all
Stakeholders
Related to Financial
Performance
Stable and Reviewed Annually
These elements are stable and don’t have a
definitive duration
Communicated to all
Stakeholders
Related to Financial
Performance
Stable and Reviewed Annually
These elements are stable and don’t have a
definitive duration
Communicated to all
Stakeholders
Related to Financial
Performance
Stable and Reviewed Annually
These elements are stable and don’t have a
definitive duration
Communicated to all
Stakeholders
Related to Financial
Performance
Stable and Reviewed Annually
These elements are stable and don’t have a
definitive duration
Communicated to all
Stakeholders
Related to Financial
Performance
Stable and Reviewed Annually
These elements are stable and don’t have a
definitive duration
Communicated to all
Stakeholders
Related to Financial
Performance
Stable and Reviewed Annually
These elements are stable and don’t have a
definitive duration
Communicated to all
Stakeholders
Related to Financial
Performance
Stable and Reviewed Annually
2-3 Objectives Total
2-3 Goals Per Objective
~1 Strategy Per Goal
2-3 Objectives Total
2-3 Goals Per Objective
~1 Strategy Per Goal 2-4 Measures Per Strategy
2-3 Objectives Total
2-3 Goals Per Objective
~1 Strategy Per Goal
2-3 Objectives Total
2-3 Goals Per Objective
~1 Strategy Per Goal
2-3 Objectives Total
2-3 Goals Per Objective
2-3 Objectives Total
2-3 Goals Per Objective
2-3 Objectives Total
2-3 Goals Per Objective
2-3 Objectives Total
2-3 Goals Per Objective
what’s your vision of the future?
what will happen when you get there?
step 1: set your vision & global objective
planning starts with defining objectives
that overlap the corporate mission
And global objective
these elements are stable and
don’t have a definitive duration
step 2: define 2 – 3 objectives
• numeric measurement that determines if you succeeded in obtaining your objective
• related to financial performance
• stable and reviewed annually
step 3: define 2 – 3 goals per objective
goals are translated into choices,
which are the strategies you will
deploy in order to achieve your goals
step 4: define 1 strategy per goal
• how you know your strategy is working
• can be quantitative & qualitative
• may focus beyond financial performance, since many aspects of organizational activity are considered
step 5: define measures for strategies
CHECK YOUR WORK!
1. S y n c h r o n i z a t i o n
2. S u f f i c i e n c y
3. S e l e c t i v e
4. S u s t a i n a b l e
review your Objectives and Goals to see
if they jive with your Strategies and
Measures—if they don’t, you don’t likely
have strategic alignment
s y n c h r o n i z a t i o n
rigorously assess whether the strategies
and measures outlined within the OGSM,
if attained, are sufficient to achieve your
objectives
s u f f i c i e n c y
review the strategy to see if it clearly lays out what you are NOT going to do
it should be clear that you have adequate manpower to achieve them, and it should establish parameters around dealing with
requests that come to your team
(e.g. I will not do X because it is not aligned with strategy Y)
s e l e c t i v e
"Does this set of strategies offer my company a
barrier to entry versus competition?”
"Does it meet a real consumer need?”
"Does it address customer profitability needs?”
"Does it meet my company's financial needs?”
s u s t a i n a b l e
multiple strategy sessions
check your path
bring it into your vocabulary
cascade
NOW WHAT?
THANK YOU
I specialize in helping startups or series A or B companies develop effective OGSMs. Find
me if you’d like some help.
Dave Balter
@davebalter
davebalter@gmail.com