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Goals and Objectives Smets Pyramid

Values - Mission - Vision - Strategy Stratagem


The following approach on goals and objectives for a business/project/ starts from a basis of an unconventional five layered pyramid values, mission, vision, strategy, stratagem. The choice for a unconventional five layered pyramid, is for its clearer view on the subject. To situate the research, making and first use of the alternated pyramid we need to look at a project (Belgian-Qatari) I did in 2012. For this project I specially alternated the pyramid from the conventional mission-vision-strategy-pyramid to an in my opinion improved five layered pyramid. The following paper will elucidate the five layered pyramid, at the end an example will be given of a goals and objectives setup.

This view on the goals and objectives can be easily extracted for use in other businesses or projects, because it is a clearer and more specific view on the subject.

The goals and objectives as constituted in the five layered pyramid finds its origin in Henry Mintzbergs book, The Rise and Fall of Strategic Planning, where he subscribes to a more informal form of strategic planning with actual strategic goals and objectives instead of abstract statements. First of all, when doing a project not setting up a business - the project is inevitably associated with the company companies on which to project has its direct effect, therefore some of the points can be transferred from the general ordinary companys mission-visionstrategy statement. Secondly, the pyramid represents the strategic planning linked directly to the short and long term goals and objectives. Lastly, every layer of the pyramid can be marked with a certain period of time in which the cited points have to be handled, or will or can be achieved.

2012 2013 by Ruud Smets. All rights reserved. No part of this document may be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without mentioning the author's name and official publishing date.

The pyramids top are the values, these values are a standard to which a business revolves and these are not limited in time, therefore they are timeless. The underlying building blocks - mission, vision, strategy, stratagem - can and/or will be limited in time depending on the choice of the management or the original value or the value given to the cited point at a certain moment in time. The moment on which a point will be shifted in time we call the revival, in this case meaning that a certain point is shifted for a reason, i.e. losses or necessary expansion, new investments, etc. , this in order to revive the business within the given time parameter. Another option, instead of revival, can be creating a new setup for the pyramid, set with new time boundaries. The time parameters given to each layer are specific for a certain market and are based on the estimated progress of the market. In general we take a 2 to 5 year period for the strategy points to be completed. We give the vision points 5 to 15 years to unfold. The vision is what will be achieved if the projects mission is successful. The mission is a long term view for the project and foresees a 20 year period. After which a new, whether or not, conventional mission-vision-strategy statement can be written for the next period. The not yet cited, stratagem, forms the bases of the pyramid and represents the start of the project. This is the outlook for the first year. A stratagem, is a plan or scheme, especially one used to outwit an opponent or achieve an end1. This word is now used for its new unconventional embodiment of gaining/taking the first market shares in the first year of the setup. A non-Pareto-efficiency2 between you and your competitor can and will be engaged in this stage. The given time parameters are an estimate, this estimate can only become reality when all conditions of all variable factors are perfect, it is not always yours to manipulate these. While certain repetitive patterns, such as seasons, may be predictable, the forecasting of discontinuities, such as technological innovation or a price increase, is virtually impossible 3.

1 2

Oxford Dictionaries, Oxford University Press, 2012, http://www.oxforddictionaries.com/ Pareto-efficiency: The construct in which an entity is better off, without another not being worst off. 3 Henry Mintzberg, The Rise and Fall of Strategic Planning, 1994, Free Press and Prentice Hall International
2012 2013 by Ruud Smets. All rights reserved. No part of this document may be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without mentioning the author's name and official publishing date.

Before we go on to the actual strategic planning pyramid, one remark, to paraphrase sociologist Philip Selznick, strategies take on value only as committed people infuse them with energy4.

Values

Mission

Vision

Strategy

Stratagem

Philip Selznick, Leadership in Administration: A Sociological Interpretation , 1957, Harper & Row
2012 2013 by Ruud Smets. All rights reserved. No part of this document may be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without mentioning the author's name and official publishing date.

1.1.1 Values The values; the behavioral science behind. This is what the company and project propagates; the heart and mind. Examples: Quality: Innovation: Efficiency: Effectiveness: Resourcefulness: Collaboration: Commitment: Risk Taking: Safety: Services and products of the best. Innovating never stops. The shortest route to the goal. Getting the right things done. Think what no man has thought before. Work as one team on one goal. Passion in heart and mind. To eat an egg, you must break the shell. Food safety and worker safety; the best insurance.

1.1.2 Mission The mission gives the goal and purpose for the project, a goal that can be achieved by its values, vision and strategy, on the long run. Examples: The company will become the biggest Belgian freight forwarder of high quality European perishable goods to Qatar.

1.1.3 Vision The vision, is what will be achieved if the projects mission is successful. Examples: Sustainability: Portfolio: Partners: Environment: A sustainable logistic chain. A high quality service and product portfolio. A wide network of suppliers, distributors and customers. An optimal environment for partners, producers and personnel.

1.1.4 Strategy The strategic choices are made for the short term future, the first goals to get in 2 to 5 years. Examples: Customers: Partners: Quality: Build up sustainable customers relations. Follow up and support of partners and producers. Control and improve logistic chain.

2012 2013 by Ruud Smets. All rights reserved. No part of this document may be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without mentioning the author's name and official publishing date.

1.1.5 Stratagem Stratagem, the steps to be taken in about 12 months, the most important moment of obtain confidence in the market. Examples: Partners: Product (sell): Product (buy): Customers: Management: Follow up and support of partners and producers. Research product needs on market(Qatar). Search quality products on market(Belgium). Build up customers relations. Assemble management team.

2012 2013 by Ruud Smets. All rights reserved. No part of this document may be reproduced or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without mentioning the author's name and official publishing date.