#17: Fourteen organizational goals to help your biz strat

 

And how the heck to use them in strategic planning today

Hannah Gay blog post #17

When planning any strategy or making any decisions for your organization, it’s good to know what big goals you’re hoping to support. This list encompasses all organizational goals all my clients have ever broadly discussed; use them to help you better define and narrow down what’s on the horizon for you.

Check out the list below, and note next to whatever your organizational goals are for the next year. You could note one or you could note many; the point here is clarity. Don’t feel like these all need to be your goals right now. 

  1. Create greater awareness in target markets of our products or services
  2. Expand our products or services to new markets (a new geographical area, sector, or type of customer)
  3. Expand our products or services to new customers within existing markets (getting more customers within a geographic area, sector, or type of customer). 
  4. Convert leads to customers
  5. Increase the retention, return, or renewal rates of existing customers
  6. Charge more for our existing products or services
  7. Develop and launch new products or services
  8. Increase the quality or complexity of existing products or services
  9. Engage more suppliers or engage suppliers from new markets
  10. Grow our team and/or board(s)
  11. Get funding (either investment or donations)
  12. Better define our brand and create better marketing materials and messaging
  13. Influence policy or other decision making in our sector and/or geographic area
  14. Establish a reputation as a thought leader in our sector and/or geographic area

When you’re done, dive deeper into each goal, examining where you are now, where you want to be, when you want to be there, how you hope to get there, what it’s going to take to get there, and how you’ll know you’re on track. 

This is a lengthy discussion, but I also recommend you don’t go too crazy. Knowing you need to get to somewhere around, say, 8 as some unit of measurement within the next couple of years is a lot better than spending hours with your team analyzing whether or not you should get to 7.8 in 18 months or 8.5 in 23 months. Through this analysis you may also discover that this goal actually doesn’t make sense at all right now and that you want to scrap it altogether; that’s fine!

Make a plan to revisit these goals and evaluate whether you’re on track occasionally, and be ok if you’re not. Things never go exactly as planned – not because of failure, but more because we’re not psychic, despite our best attempts at using data to become more clairvoyant – so create some ballpark targets, remove the goals that are questionable, pause planning, and get doing!

Remember, these are your goals, not anybody else’s, so you can always revise them as you gain experience and learn more about delivering your products or services. 

Have fun!