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presentsLeadership Fundamentals:Creating an OGSM Frameworkto Rally Your TroopsDAVE BALTER@davebalter
OGSM
…a different type of ORGASMOBJECTIVESGOALSSTRATEGIESMEASURES
load ofBullshit
BzzAgent RevenueQ103&Q203&Q303&Q403&Q104&Q204&Q304&Q404&Q105&Q205&Q305&Q405&Q106&Q206&Q306&Q406&Q107&Q207&Q307&Q407&Q108&Q...
Loads ofsuccess
top-down strategic planning frameworksimple. clear. concise.
fits on one page
gives you a mediumand long-term plan
guides yourshort-term successes
managed by the leader,formed by stakeholders
used as part of a businessplanning cycle
[YEAR] [COMPANY] OGSM[YEAR] [COMPANY] OGSM[YEAR] [COMPANY] OGSM CONFIDENTIALVision Your Vision of the FutureYour Vision of...
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 objectivesthat overlap the corporate missionAnd global objectivethese elements are stable an...
• numeric measurement thatdetermines if you succeeded inobtaining your objective• related to financial performance• stable...
goals are translated into choices,which are the strategies you willdeploy in order to achieve your goalsstep 4: define 1 s...
• how you know your strategy is working• can be quantitative & qualitative• may focus beyond financialperformance, since m...
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
review your Objectives and Goals to seeif they jive with your Strategies andMeasures—if they don’t, you don’t likelyhave s...
rigorously assess whether the strategiesand measures outlined within the OGSM,if attained, are sufficient to achieve youro...
review the strategy to see if it clearly lays outwhat you are NOT going to doit should be clear that you have adequatemanp...
"Does this set of strategies offer my company abarrier to entry versus competition?”"Does it meet a real consumer need?”"D...
multiple strategy sessionscheck your pathbring it into your vocabularycascadeNOW WHAT?
THANK YOUI specialize in helping startups or series A or B companies develop effective OGSMs. Findme if you’d like some he...
Course TitleCourse TitleINSTRUCTOR NAME
OGSM Strategy Framework
OGSM Strategy Framework
OGSM Strategy Framework
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OGSM Strategy Framework

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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.

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OGSM Strategy Framework

  1. 1. presentsLeadership Fundamentals:Creating an OGSM Frameworkto Rally Your TroopsDAVE BALTER@davebalter
  2. 2. OGSM
  3. 3. …a different type of ORGASMOBJECTIVESGOALSSTRATEGIESMEASURES
  4. 4. load ofBullshit
  5. 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. 6. Loads ofsuccess
  7. 7. top-down strategic planning frameworksimple. clear. concise.
  8. 8. fits on one page
  9. 9. gives you a mediumand long-term plan
  10. 10. guides yourshort-term successes
  11. 11. managed by the leader,formed by stakeholders
  12. 12. used as part of a businessplanning cycle
  13. 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 anddon’t have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddon’t have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddon’t have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddon’t have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddon’t have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddon’t have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddon’t have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddon’t have adefinitivedurationCommunicated to allStakeholdersRelated toFinancialPerformanceStable andReviewedAnnuallyThese elementsare stable anddon’t 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. 14. what’s your vision of the future?what will happen when you get there?step 1: set your vision & global objective
  15. 15. planning starts with defining objectivesthat overlap the corporate missionAnd global objectivethese elements are stable anddon’t have a definitive durationstep 2: define 2 – 3 objectives
  16. 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. 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. 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. 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. 20. review your Objectives and Goals to seeif they jive with your Strategies andMeasures—if they don’t, you don’t likelyhave strategic alignments y n c h r o n i z a t i o n
  21. 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. 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 achieve them, and it shouldestablish parameters around dealing withrequests 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
  23. 23. "Does this set of strategies offer my company abarrier to entry versus competition?”"Does it meet a real consumer need?”"Does it address customer profitability needs?”"Does it meet my companys financial needs?”s u s t a i n a b l e
  24. 24. multiple strategy sessionscheck your pathbring it into your vocabularycascadeNOW WHAT?
  25. 25. THANK YOUI specialize in helping startups or series A or B companies develop effective OGSMs. Findme if you’d like some help.Dave Balter@davebalterdavebalter@gmail.com
  26. 26. Course TitleCourse TitleINSTRUCTOR NAME

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