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MORE ABOUT OGSM

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A PROVEN CORPORATE
STRATEGY APPROACH 

reimagined
FOR SMALLER COMPANIES AND SMALLER BUDGETS

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OGSM breaks down complex strategic concepts into clear, manageable components.

This clarity makes alignment and communication much more effective: within teams, across departments and levels.

Everyone is working towards the same objectives with a clear understanding of their roles and responsibilities, including where collaboration is needed.

Description

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The first versions of OGSM were used by the Americans during the economic rebuilding of post-war Japan in the 50's.

Soon many Fortune 500 companies saw the benefits of this Management by Objective-based method. 

As one of the first and highly succesfull users, Procter & Gamble has refined the system by adding the strategic and measure components. 

 

History

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An effective and logical translation of vision into action

A beautiful logic and simplicity, 

for organisations of all sizes

Annual budgetting is no longer against, but with each other by overcoming siloed operations

A unified language throughout the organisation

Boosting employee engagement

Advantages

 

Clients often are positively surprised at how everything

starts to align, fall in place and make sense

once the OGSM is taking shape

The core of strategy, and of OGSM, is

What by How

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This is the most obvious factor that makes OGMS stand out from other strategy models or approaches. It is the DNA of strategic thinking:

What do you want to achieve

and

How will you do that?

For example: reducing my taxes (what) by working with a reputable tax advisor (how) to become better informed about tax laws and the possibilities they offer.

 

The ‘What’ element is not the problem. It is the ‘How’ that’s usually missing, which explains why the strategy does not get implemented.

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A great example was set by John F. Kennedy. His objective was

"To make Americans proud of their country again".

But that on its own would be too abstract, and create confusion about How to achieve it.
 

To give this vision direction, Kennedy specified the How:

"by putting the first man on the moon."

A tangible, inspiring target that felt like the main objective.

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A BOAT DOESN'T GO FORWARD

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IF EACH ONE
IS ROWING
THEIR OWN WAY

CASCADING:
OGSM FOR EVERYONE

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Aligning the objectives of departments with the strategies of the organisation.

There is a clear line of sight from the organisation's top-level objectives down to the actions taken by each department and individual, and vice-versa.

 

Main-level Strategy

becomes

Department-level Objective

Main-level Measure (Dashboard)

becomes

Department-level Goal

 

Department-level Strategy

becomes

Main-level Measure (Action)

 

The department Strategies are integrated back into the Main OGSM as Actions with responsible persons and deadlines.

 

VERTICAL 

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HORIZONTAL

This is used when a department plays a role in all strategies of the OGSM.

The What parts of the main-OGSM remain the same, the How parts are changed to reflect the department’s specialisation.

The Finance department or a staff function are examples where this frequently happens.

The great advantage is that their contribution to the business becomes clear.

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REGIONAL

Regional cascading ensures that the main, central OGSM is relevant and actionable at the regional level.

It takes into account local market conditions, cultural differences, and specific regional goals.

SWOT

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Strengths, weaknesses, opportunities, threats. 

This tried and trusted analysis is an essential building block for your OGSM. 


In-depth understanding of your business, sector and market.

It guides our strategic decision-making by proactively taking potential risks into account. 

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A SWOT is a solid foundation based on real-world data, expert insights and realistic evaluation.

It allows to you take a rich collection of multiple perspectives, provided by specialist area experts, into account. 

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Often clients have a SWOT ready to use, equally often we manage creating a new, up-to-date SWOT for them.

We take care of explaining, collecting and processing the input.

During the first workshop we will present this as a Master-SWOT to set the stage for the rest of the discussion.

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The wise man knows

he doesn't know

 

The fool thinks

he knows all

– Oscar Wilde

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OGSM is effective throughout all levels of an organisation and across different functions.

 

A key to this success is how it unifies the entire organisation. It eliminates siloed thinking, creates transparency and thus a better understanding of what others are working on, and facilitates collaboration between different levels and functions.

 

This holistic approach enables the organisation to achieve its objectives more efficiently and effectively.

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Cascading is the process of translating the organization-wide OGSM into tailored versions for departments, teams, and individuals.

 

This alignment ensures that everyone contributes to the overall objective, fostering mutual support and a collective effort.

 

By doing so, it eliminates conflicts of interest and separate agendas, ensuring that each level of the organization is actively engaged in achieving the shared goals."

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