OGSM Strategy Framework

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    05-Dec-2014
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The OGSM--Objectives, Goals, Strategies and Measures--is a framework for aligning your team. Dave Balter, CEO of BzzAgent and Exec Chair of Smarterer, reviews how to create an OGSM for your organization, ans shares concrete tactics to help your entire team learn, to win.

Transcript of OGSM Strategy Framework

  • 1. presentsLeadership Fundamentals:Creating an OGSM Frameworkto Rally Your TroopsDAVE BALTER@davebalter
  • 2. OGSM
  • 3. a different type of ORGASMOBJECTIVESGOALSSTRATEGIESMEASURES
  • 4. load ofBullshit
  • 5. BzzAgent RevenueQ103&Q203&Q303&Q403&Q104&Q204&Q304&Q404&Q105&Q205&Q305&Q405&Q106&Q206&Q306&Q406&Q107&Q207&Q307&Q407&Q108&Q208&Q308&Q408&Q109&Q209&Q309&Q409&
  • 6. Loads ofsuccess
  • 7. top-down strategic planning frameworksimple. clear. concise.
  • 8. fits on one page
  • 9. gives you a mediumand long-term plan
  • 10. guides yourshort-term successes
  • 11. managed by the leader,formed by stakeholders
  • 12. used as part of a businessplanning cycle
  • 13. [YEAR] [COMPANY] OGSM[YEAR] [COMPANY] OGSM[YEAR] [COMPANY] OGSM CONFIDENTIALVision Your Vision of the FutureYour Vision of the FutureYour Vision of the FutureYour Vision of the FutureYour Vision of the FutureGlobal 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 ofobjectives thatoverlap thecorporatemission andBIG Objective.NumericMeasurementthatdetermines ifyousucceeded inobtaining yourobjectivesThe goals aretranslated into choices,which are whatstrategies you willdeploy in order toachieve your goals.A set ofobjectives thatoverlap thecorporatemission andBIG Objective.NumericMeasurementthatdetermines ifyousucceeded inobtaining yourobjectivesThe goals aretranslated into choices,which are whatstrategies you willdeploy in order toachieve your goals.How you know your strategy is workingA set ofobjectives thatoverlap thecorporatemission andBIG Objective.NumericMeasurementthatdetermines ifyousucceeded inobtaining yourobjectivesThe goals aretranslated into choices,which are whatstrategies you willdeploy in order toachieve your goals.Can be both quantitative and qualitativeA set ofobjectives thatoverlap thecorporatemission andBIG Objective.NumericMeasurementthatdetermines ifyousucceeded inobtaining yourobjectivesThe goals aretranslated into choices,which are whatstrategies you willdeploy in order toachieve your goals.May focus beyond financial performance since many aspectsoforganizational activity are considered.A set ofobjectives thatoverlap thecorporatemission andBIG Objective.NumericMeasurementthatdetermines ifyousucceeded inobtaining yourobjectivesThe goals aretranslated into choices,which are whatstrategies you willdeploy in order toachieve your goals.A set ofobjectives thatoverlap thecorporatemission andBIG Objective.NumericMeasurementthatdetermines ifyousucceeded inobtaining yourobjectivesA set ofobjectives thatoverlap thecorporatemission andBIG Objective.NumericMeasurementthatdetermines ifyousucceeded inobtaining yourobjectivesA set ofobjectives thatoverlap thecorporatemission andBIG Objective.NumericMeasurementthatdetermines ifyousucceeded inobtaining yourobjectivesA set ofobjectives thatoverlap thecorporatemission andBIG Objective.NumericMeasurementthatdetermines ifyousucceeded inobtaining yourobjectivesA set ofobjectives thatoverlap thecorporatemission andBIG Objective.NumericMeasurementthatdetermines ifyousucceeded inobtaining yourobjectivesA set ofobjectives thatoverlap thecorporatemission andBIG Objective.NumericMeasurementthatdetermines ifyousucceeded inobtaining yourobjectivesA set ofobjectives thatoverlap thecorporatemission andBIG Objective.NumericMeasurementthatdetermines ifyousucceeded inobtaining yourobjectivesThese elementsare stable anddont have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddont have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddont have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddont have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddont have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddont have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddont have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddont have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddont have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnually2-3 ObjectivesTotal2-3 Goals PerObjective~1 Strategy Per Goal2-3 ObjectivesTotal2-3 Goals PerObjective~1 Strategy Per Goal2-4 Measures Per Strategy2-3 ObjectivesTotal2-3 Goals PerObjective~1 Strategy Per Goal2-3 ObjectivesTotal2-3 Goals PerObjective~1 Strategy Per Goal2-3 ObjectivesTotal2-3 Goals PerObjective2-3 ObjectivesTotal2-3 Goals PerObjective2-3 ObjectivesTotal2-3 Goals PerObjective2-3 ObjectivesTotal2-3 Goals PerObjective
  • 14. whats your vision of the future?what will happen when you get there?step 1: set your vision & global objective
  • 15. planning starts with defining objectivesthat overlap the corporate missionAnd global objectivethese elements are stable anddont have a definitive durationstep 2: define 2 3 objectives
  • 16. numeric measurement thatdetermines if you succeeded inobtaining your objective related to financial performance stable and reviewed annuallystep 3: define 2 3 goals per objective
  • 17. goals are translated into choices,which are the strategies you willdeploy in order to achieve your goalsstep 4: define 1 strategy per goal
  • 18. how you know your strategy is working can be quantitative & qualitative may focus beyond financialperformance, since many aspects oforganizational activity are consideredstep 5: define measures for strategies
  • 19. CHECK YOUR WORK!1. S y n c h r o n i z a t i o n2. S u f f i c i e n c y3. S e l e c t i v e4. S u s t a i n a b l e
  • 20. review your Objectives and Goals to seeif they jive with your Strategies andMeasuresif they dont, you dont likelyhave strategic alignments y n c h r o n i z a t i o n
  • 21. rigorously assess whether the strategiesand measures outlined within the OGSM,if attained, are sufficient to achieve yourobjectivess u f f i c i e n c y
  • 22. review the strategy to see if it clearly lays outwhat you are NOT going to doit should be clear that you have adequatemanpower to ac