Goal Setting For Efficiency

SMART goals are dumb. Definitely outdated. They were literally coined in 1981 by John T. Doran in the Management Review. That's 43 years old. Oh and psst - your team hates setting them. Why? Because the acronym is fundamentally flawed: Specific: Limits creativity and hampers your ability to adapt when new information emerges. 🤔 Measurable: Sure, you know when you've achieved it, but does it drive meaningful, impactful outcomes? 📉 Attainable: Keeps you comfortably within your comfort zone—hardly a place for growth. 🛋️ Realistic: Another word for attainable. It encourages small thinking and boxes you in. 🚫 Time-bound: While deadlines are important, meaningful goals need built-in milestones that keep motivation high and the dopamine flowing. 🎯 In short, SMART goals keep us stuck in mediocrity, lacking purpose and innovation. So, what’s the alternative? Enter the PIC Framework: Purpose-Driven: Every goal should connect to a deeper mission or value. This alignment not only motivates but also gives each goal a clear "why." 🎯 Impactful: Goals should aim for outcomes that matter—shifting the focus from what's easily measurable to what's truly transformative. 🌍 Challenging: If your goals don’t make you a little uncomfortable, you’re not aiming high enough. Embrace the discomfort as a sign of growth and ambition.💪 Want to innovate your goal setting? Here's how you can bring PIC to your organization: Start with Purpose ➡ Align goals with the organization's mission. 🌟 Define Impact ➡ Focus on meaningful outcomes that drive the business forward over easy measurements (especially, for the sake of a great dashboard). 📊 Set Challenging Objectives ➡ Encourage ambition and innovation - yep, even if it scares you. 🚀 Embed Milestones ➡ Keep motivation high with regular wins - not just a potential bonus at the end of the year. 🏆 Foster Reflection ➡ Regularly review and adapt goals as needed. 🔄 (In other words, setting a goal in January and refusing to change it because you set it, even though you have new information, is well...ridiculous.) By moving from SMART to PIC, you create a culture of purpose, impact, and challenge. And who knows - maybe people will finally start to buy-in to the goal setting process and actually like it! 🌟 #Leadership #Innovation #GoalSetting #BusinessGrowth #PurposeDriven

What does your long term funding roadmap feel like? In my experience, many large corporations today want to invest in smaller potential scale up companies with fresh innovative products and services. The good news is there are a large number of founders that are interested in accessing corporate funding. Unfortunately, frequently great potential opportunities for collaboration fall by the wayside and become lost opportunities. Why? Because the two parties are not speaking the same language. A corporate investor is going to need to get management and (depending on deal size and stage) even board approval, involving forecasting for a much longer term than simply the current round of fundraising. The Startup founders are asked what can see a vexingly difficult series of questions centred around explaining long term funding requirements. The question however frustrating it may seem is actually a blessing in disguise: it is a trigger to enter the path to a Long Term Funding Roadmap. The Long Term Funding Roadmap by Strategy Tools empowers both founders and investors to lay out their assumptions and projections at each stage of the company starting at validation of market need and pre-seed financing, all the way through to a potential exit as a sturdy profit engine. Walking through the process, you can consider revenues, soft funding (including government grants,) debt, and the various alternatives for equity financing ranging from your personal resources through to Business Angels, Accelerators, Family Offices, Corporate partnerships, different flavours of Venture Capital, all the way through to Private Equity and Capital Markets. Importantly, as either a founder or investor you can use this to test your assumptions, consider later stage valuation and dilution, and understand how different decisions will impact your long term outcomes. As in the game of chess, in business your upfront planning which considers potential scenarios five or six steps ahead can deliver significant competitive advantage. In your role as a Corporate Investor or Family Office manager you can successfully use this approach on an evolving basis with your portfolio companies. Working with the map, you understand not only the progress to date and also future opportunities for bold #growth and to explain your proposals to the investment committee and additional decision makers. How well does your #Strategy link #future assumptions to choices and opportunities with Debt, Equity, Revenue, and Soft Funding? Strategy is Mastery. What do you think about the Long Term Funding Roadmap?

𝗣𝗗𝗖𝗔 𝗶𝘀 𝗮 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝘁𝗼 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗜𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗶𝗻 𝗣𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁 "𝘐𝘵’𝘴 𝘢𝘭𝘭 𝘢𝘣𝘰𝘶𝘵 𝘵𝘩𝘦 𝘤𝘶𝘭𝘵𝘶𝘳𝘦 𝘢𝘯𝘥 𝘗𝘋𝘊𝘈,"our new boss highlighted as we worked to introduce process and quality standards in a new global sourcing organisation. With his background in engineering and quality management, he pointed out a crucial factor that often is under-appreciated in Procurement: 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗶𝗺𝗽𝗿𝗼𝘃𝗲𝗺𝗲𝗻𝘁 𝗶𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗳𝗼𝗿 𝗺𝗮𝗻𝘂𝗳𝗮𝗰𝘁𝘂𝗿𝗶𝗻𝗴, it’s just as vital for optimising Procurement processes, strengthening supplier relationships, and realising cost efficiencies and foremost is a cultural shift. The famous Kaizen, builds the 𝗪𝗛𝗬 behind continuous improvement, emphasising the mindset of "𝗰𝗵𝗮𝗻𝗴𝗲 𝗳𝗼𝗿 𝘁𝗵𝗲 𝗯𝗲𝘁𝘁𝗲𝗿." But practical methodologies like PDCA turn this spirit into the 𝗛𝗢𝗪, a structured approach for meaningful, incremental change. Here's how PDCA gets applied in a real-time example: 𝗣𝗟𝗔𝗡: A bottleneck in the approval process is causing delays in submitting purchase orders. The goal is to reduce the approval time from 5 days to 2 days. Based on data & category patterns analysed a solution is identified. 𝗗𝗢: A small pilot is run with reduced approval steps for low-risk, low-value orders for certain categories. 𝗖𝗛𝗘𝗖𝗞: After six weeks, they measure the results. The approval time has improved considerably but still is slightly above the target at 2.5 days. 𝗔𝗖𝗧: Since the pilot was successful, the approach is scaled across categories with the team continuing to fine tune the process with PDCA to hit the target. But PDCA is not only about processes, it is about improving also: ▪️𝗦𝘂𝗽𝗽𝗹𝗶𝗲𝗿 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 through regular target setting and KPI reviews ▪️𝗖𝗼𝘀𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 planning and proving realisation of saving strategies ▪️𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗰𝗵𝗮𝗻𝗴𝗲𝘀 and the review of pilots to scale upon success ▪️𝗧𝗲𝗮𝗺 𝗰𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 and shared responsibility by involving everyone needed 𝗣𝗗𝗖𝗔 isn't a complex framework or the only tool in the toolbox of continuous improvement and problem-solving. But it’s a simple, effective way to turn continuous improvement into a daily practice for everyone in the team. Looking back at numerous improvement projects, it enhanced our approach to streamline procurement practices in a systematic way and helped to embed a culture of continuous improvement. ❓Do you use PDCA. ❓Where is it applied in your organisation. 👇Let’s discuss in the comments. #continuousimprovement #kaizen #pdca #procurementexcellence #qualitymanagement

Whiteboard Wednesday is back after a month of highlighting a customer story every day. Today I want to talk about goal setting and a counterintuitive technique that's helped us achieve outcomes here at FERMÀT that we once thought was impossible. Traditional goal setting fails because it relies on historical trends. Most teams look at their improvement rate from last quarter, then aim to do slightly better—essentially saying "if I was here before and I'm here now, I'll try to get a bit further next quarter." Instead, I challenge my team with this powerful alternative approach: 1. Define the maximum possible Ban historical data from goal-setting discussions. Instead, ask: "What's the theoretical ceiling for this metric given the physics and truths of our business?" 2. Quantify the reality gap Once you've established your theoretical ceiling, examine your current position. This gap reveals exactly what must change to achieve breakthrough results. 3. Challenge core assumptions This forces a crucial conversation: "What's the difference between our business fundamentals and historical outcomes that makes this goal seem unattainable?" When you work backward from theoretical maximums rather than forward from historical trends, you discover entirely new actions required to achieve extraordinary results. This approach works across any business type—whether you're increasing product development velocity or scaling creative testing. The principle remains: determine what's maximally possible given your business fundamentals, then work backward to identify the necessary transformations. What assumptions about your business trajectory could you challenge using this method?

One of the biggest gaps I see (everywhere) is this: not enough vision. When I work with senior leadership teams to imagine the future of their company or market, we almost always hit the same roadblocks: – The ideas are not ambitious enough – The ideas are too ambitious – Or the ideas only fit into one of three “comfort zones”: 1️⃣ What’s achievable within my team/budget 2️⃣ What’s achievable only with cross-org consensus 3️⃣ What’s achievable only with an industry coalition It's no wonder only 5% of AI pilots succeed (per MIT). That’s why I built this vision-mapping framework 👇🏼 Here’s how to run it with your team: 1️⃣ Before showing the grid, have everyone write 3 future visions for your product/service/org/market. 2️⃣ Reveal the grid and explain the axes. 3️⃣ “Show & tell”: Each person explains their visions and places them on the grid. (Pro tip: the group must reach agreement before moving on.) 4️⃣ Step back, analyze, and see where your team needs more bold + achievable ideas—and how balanced you are across direct control, cross-org, and industry-wide visions. 🎯 The goal is to create a portfolio of bold and achievable visions: some within your control, some requiring collaboration across the organization, some with the potential to make markets or reshape the ecosystem. This is part 1 of a 3-part workshop we've run with hundreds of senior executives at The Future Solving Company—Follow along if you'd like more insights, tools, and learnings to help leaders create powerful visions of the future and then make them real.

Here’s one of the most popular and least effective management methods: a strategy template that starts with a company’s Vision and Mission, then cascades down to Strategies and Objectives. It has all kinds of problems, such as containing no reference to customers’ priorities or your competitive strengths (these should be foundational!). It often produces vague, generic results that avoid making difficult choices. But let’s focus here just on the Vision aspect. Vision can actually be quite useful, if framed properly. Vision provides guidance for company priorities through context and specificity. It should not be like the one from the restaurant chain Chipotle: “We believe that food has the power to change the world.” Nice, but meaningless. A vision should be of how the world will look in the somewhat long-term future and what your company’s place could be in it. See, for example, this short video that United Rentals, a $14 billion equipment-rental company, produced. It inspires, but it is also quite tangible and relatable to what the company does. You may not have the resources UR had to create such a slick video (although, with AI-generated video, the cost and skill barriers are tumbling fast). But you can lay out in words (perhaps complemented by AI-generated images) how the world will look in 10 years in ways that are relevant to your industry, and what role your firm can play in that time period. A useful vision can sketch the future competitive context and why you will have a commanding position. Certainly it can have public spirit (a future vision based on customer exploitation is neither inspiring nor sustainable!). However, it’s perfectly fine to show why your shareholders should be delighted with these outcomes. Such a vision then guides nearer-term strategic choices, including the creation of new capabilities, relationships, or business models. In the fray of constantly changing industry and competitive dynamics, it provides a North Star to guide where your efforts head. It also ensures that you invest in long-term projects alongside the shorter-term imperatives which typically dominate day-to-day thinking. Your vision doesn’t need to change the world. But it will likely alter your industry and company. Clear and specific visions show the direction of the road even while you give most of your attention to the traffic that surrounds you.

Where’s your business headed in the next five years? That’s what a Long-Range Plan (LRP) answers. It translates your bold strategy into a multi-year financial roadmap, rooted in historical data and key assumptions (like market growth and expansion plans). By mapping best, worst, and most-likely cases, the LRP keeps you prepared—whatever the future holds. ✨Common Pitfalls: Overly optimistic forecasts (ground them in real data) Lack of flexibility (build in contingencies) Minimal stakeholder buy-in (collaborate across teams) ✨Resource Allocation: Your LRP identifies where to invest in talent, technology, or infrastructure. With the right resources at the right time, you’ll transform lofty ideas into tangible achievements. Curious to know more about how an LRP solidifies your strategy? Check out my article here: https://lnkd.in/dytkku4E Question: What’s your biggest challenge in aligning long-term plans with day-to-day operations? Share below!

How can better planning drive true sustainability in business? Imagine this: over the holidays, my mother was eagerly waiting for a package delivery. She watched as the delivery truck stopped at a house across the street, then drove off, leaving her waiting. Turns out, her package was on that truck, but scheduled for later. The same street, the same truck—but separate trips. Now, imagine that happening across thousands of streets and businesses worldwide. It's not just an inefficient business practice; it’s an environmental concern. Planning is more than a schedule; it’s about seeing the bigger picture, especially when it comes to sustainability. Efficient planning connects dots that might otherwise seem unrelated—like anticipating pain points, coordinating between departments, and tapping into collaborative insights. All of these elements help to prevent last-minute issues and reduce resource waste. Take the supply chain, for example. If we’re proactive, we avoid hasty decisions and create better outcomes for both the environment and the bottom line. Here are three practical steps to consider: 1-Collaborate Early and Widely: Before a new project kicks off, bring together diverse voices—not just from the operations team but from sales, compliance, and IT too. When everyone shares perspectives from the start, it helps create a smoother, more sustainable process across the board. 2-Mindful Deliberation: While we’re often in a rush, taking that extra moment to pause and consider the environmental impact of each decision can make a big difference. Think of it as a long-term investment—one that prevents costly course corrections down the road. 3-Data-Driven Anticipation: Data isn’t just numbers; it’s a roadmap. Start with reliable data to anticipate potential challenges, inform smarter choices, and reduce costs along the way. Skipping this step can lead to missed insights, like high-impact areas we could have adjusted. When we approach planning with intention, it becomes more than just logistics—it’s a pathway to sustainability. So, Who in your business can champion collaboration, deliberation, and anticipation? #Sustainability #BusinessPlanning #SupplyChain #EnvironmentalImpact #EcoFriendly #SustainableBusiness #DataDriven #TeamCollaboration

Many in the industry believe that cutting expenses at every turn is the best way to improve efficiency. The common approach? - Hiring the cheapest vendors to save money - Addressing only immediate issues instead of long-term planning - Viewing upkeep as just another unavoidable expense But the reality is quite different. This mindset often leads to: - Poor service quality and frequent delays - Higher long-term costs due to constant repairs and inefficiencies - Increased resident complaints and lower retention rates The most successful operators take a different approach: - Build strong vendor partnerships based on quality and reliability - Implement proactive strategies to prevent costly emergencies - Recognize maintenance as a profit-driving function, not just a budget line item A well-structured plan is not just about keeping things running—it’s a key driver of revenue, efficiency, and asset value. Are your current practices setting you up for long-term success or creating bigger challenges down the road? Let’s connect to discuss strategies that enhance efficiency, improve resident satisfaction, and maximize asset performance. #RealEstateInvesting #FacilitiesManagement #PropertyOperations #MultifamilyLeadership #AssetOptimization

Here’s the truth:   A dream without a plan is just a wish.  Big achievements don’t happen by accident—they happen because you set the right goals, and you commit to them.  But not all goals are created equal.   Without clarity, purpose, and a plan, goals can feel overwhelming.  That’s where the right frameworks can transform your process.  --- Here are 6 frameworks to help you achieve any goal you set:  1️⃣ S.M.A.R.T. Goals   Make your goals:   - Specific   - Measurable   - Achievable   - Relevant   - Time-Bound  ➡ Example: “I want to increase sales by 20% in Q1 through better lead conversion strategies.”   Why it works: You know exactly what success looks like and when to celebrate it.  --- 2️⃣ The Golden Circle (Start With Why)   Simon Sinek’s framework is simple but profound:   - Why: What’s the deeper purpose behind your goal?   - How: What steps will make it happen?   - What: What action will you take today?  ➡ Example: “Why do you want to grow your team? To create opportunities for others to lead.”  --- 3️⃣ The Goals Pyramid   Break down goals into manageable levels:   - Ultimate Goal (The big picture)   - Strategy (How you’ll get there)   - Execution (Daily and weekly tasks)   - Resources (Tools and support)  ➡ Example: “Goal: Launch a new product. Strategy: Build a 3-month timeline. Execution: Weekly milestones. Resources: Team and tools.”  --- 4️⃣ BHAG (Big, Hairy, Audacious Goals)   These goals push you to dream bigger than ever:   - Competitive BHAGs: Outperform your rivals.   - Transformative BHAGs: Inspire significant change.   - Internal BHAGs: Challenge your team to grow together.  ➡ Example: “Double our market share in 3 years by becoming the industry’s sustainability leader.”  --- 5️⃣ H.A.R.D. Goals   Set goals that are:   - Heartfelt: What inspires you?   - Animated: Visualize success clearly.   - Required: Make them non-negotiable.   - Difficult: Stretch your limits.  ➡ Example: “Launch a program that impacts 10,000 lives this year.”  --- 6️⃣ W.O.O.P. (Wish, Outcome, Obstacle, Plan)   - Wish: Define a meaningful goal.   - Outcome: Visualize the best result.   - Obstacle: Identify the barriers in your way.   - Plan: Map out your next steps.  ➡ Example: “Wish: Start a new career. Obstacle: Balancing work and learning. Plan: Dedicate evenings to online courses.”  --- 💡 What I’ve Learned:   Goals are your compass. They give you direction, focus, and the power to measure progress.  But frameworks like these are the bridge between setting goals and actually achieving them.  --- The Takeaway:   Dream big—but plan smarter.   Your goals don’t have to feel overwhelming when you break them down into clear, achievable steps.  💬 Which framework resonates with you most?   Let’s share ideas in the comments! 👇  ♻️ Found this helpful? Share it with someone who’s working on their next big goal.   ➡️ Follow for more strategies on leadership, growth, and goal-setting.