Strategic Objectives

Strategic Objectives means:

1.       Strategic; that is, applicable to the entire organisation and long-term.

2.       An outcome that must be achieved; expressed as an indicator.

3.       Performance targets, to quantify the indicator and li8nk it to time-frames.

A performance indicator “indicates” performance. It must therefore include –

1. The outcome to be delivered.

2. The specific value to be created or added.

A performance target must –

-- Quantify the performance indicator.

-- Be expressed in measurable terms (currency values, quantities, percentages, cubic meters, etc.)

-- Be scheduled according to time-frames.

Year Now = 1st year in the planning and scheduling cycle

Strategies

Objectives are expressed as envisaged results (outcomes). Strategies are the manner in which these outcomes will be achieved. Strategies must be carefully planned to enable the organisation to compete with competitors, to meet the demands of customers and to generally respond to demands from the external environment and capacity constraints of the organisation.

What is important about strategies is that they are driven by organisational activities; that is, organisations must perform activities on strategic, - tactical, - and operational activities to execute strategies.

The important point, for the purposes of this template, is that resources are allocated (“loaded”) to organisational activities. Strategies can (and will normally) have a variety of activities link to it (and its execution).

The following dynamics are associated with a specific strategy:

1. The expectations and demands from the external environment; constituting either opportunities or strategic risks (threats).

2. The organisational activities that must be performed to pursue opportunities or mitigate threats. This, by extension, include the resources loaded to those activities.

3. Emanating from the activities associated with the strategy, the capacity restrictions of the organisation’s internal environment (strengths or weaknesses [the latter being operating risks]).

A single strategy will normally have a variety of organisational activities linked to it. However, for the purposes of this template, cluster it together and formulate a single activity that will be performed to execute the strategy.

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