OGSM:
Combining strategic goals, directions, and metrics within a single framework
OGSM combines strategic direction, measurable goals, strategic thrusts, and key performance indicators (KPIs) in a compact management framework.
The central element is a one-pager that clearly connects strategic direction and management.
We support you in developing an OGSM that clearly maps the essential strategic relationships and integrates seamlessly into your organization’s existing management structure.
With OGSM, we also consider the interplay with existing management processes, responsibilities, and different organizational levels. Depending on the initial situation, integrating OKRs may also be beneficial.
Does OGSM fit your control logic?
In a non-binding consultation, we will look with you at how strategy, goals and management are interconnected today and what questions you would like to clarify with OGSM.
What connects OGSM in a one-pager
The OGSM one-pager combines four elements. Crucially, their shared logic is as follows: Do the target metrics align with the strategic direction? Do the chosen strategies support these goals? And do the measures demonstrate progress?
Objective
The qualitative, overarching goal defines the strategic framework.
Goals
Specific target metrics make it clear whether the objective is being achieved.
Strategies
Strategic thrusts describe how the goals are to be achieved.
Measures & Actions
Metrics show progress, actions specify the implementation.
When OGSM can be helpful
OGSM can provide guidance particularly where a strategic direction exists, but its connection to goals and control is not yet sufficiently clear.
Strategy, goals, and key performance indicators are presented side by side.
Strategic direction, corporate goals, and KPIs exist, but their interrelationships are not immediately apparent.
OGSM brings these elements into a common logic and makes it clearer which targets and strategies contribute to the overarching direction.
The strategic direction should be manageable in a compact way.
Extensive strategy documents are not always suitable as an ongoing framework for leadership and management.
An Open Strategy Management (OGSM) condenses key statements into a one-pager, thus creating a common reference point for strategic discussions and reviews.
Different levels need a common strategic reference.
Corporate management, business units, and departments operate with varying levels of detail and time horizons.
OGSM can create an overarching framework that is then appropriately specified at further levels. This approach ensures that it remains clear how different objectives contribute to the shared strategic direction.
What a viable OGSM needs
A completed one-pager is not yet a functioning control system. What matters is whether its elements fit together logically and are actually used for decision-making and control in everyday practice.
The objective needs a clear strategic direction.
OGSM does not replace strategic decision-making.
If fundamental options or key priorities are still open, these must first be clarified. OGSM then links the chosen direction with goals, strategies, and metrics.
Goals must demonstrate progress towards the objective.
Measurable goals should not be included in an OGSM simply because corresponding key performance indicators (KPIs) already exist.
Relevant goals are those that demonstrate whether the organization is actually moving towards its objective.
This prevents existing KPIs from being retroactively assigned to a strategy without evaluating their strategic contribution.
Strategies must prioritize.
A long list of measures does not create a strategic focus.
The strategies in the OGSM should clearly show which key paths will be taken to achieve the goals. Too many approaches weaken the one-pager’s ability to provide orientation.
Measures must support decisions.
Measures should show how the relevant results are developing and where further decisions are needed.
To achieve this, it must be clarified which metrics actually provide meaningful insights into the goals and strategies. Easily available key performance indicators (KPIs) are not automatically the appropriate control variables.
The one-pager needs a fixed place in the control system.
An OGSM (Organizational Governance and Safety Management) document is of little use if it is merely documented after its creation.
Therefore, we clarify in which existing reviews and governance formats the one-pager is used, who is responsible for updates, and how adjustments are decided.
OGSM itself only prescribes a few roles and routines for this purpose. These must be adapted to the organization.
OGSM and OKR can complement each other effectively.
OGSM and OKR have different priorities.
OGSM creates a compact, long-term strategic framework. OKR works more with shorter goal cycles, transparent alignment, and regular learning loops.
Depending on the organization, OGSM can provide the strategic framework, while OKR supports implementation at selected levels in shorter cycles.
Whether both frameworks are used together depends on management needs and existing processes.
The cidpartners white paper “OKR meets OGSM” illustrates one possible combination: OGSM provides the longer-term strategic framework, while OKR connects shorter-term, outcome-oriented goals to this direction at other levels. The white paper also addresses the necessary clarification of roles, rituals, and interfaces.
When OGSM can be helpful
At the outset, we clarify which strategic level OGSM should represent and which existing goals and management processes need to be considered.
Building on this, we develop and refine the OGSM one-pager together with the relevant stakeholders. In particular, we examine whether Objectives, Goals, Strategies, and Measures are logically linked.
Subsequently, we clarify how OGSM will be integrated into existing management routines, what responsibilities are required, and how future adjustments will be handled.
This results in a management logic that fits the specific organization, rather than creating an additional parallel process.
The organization-specific and iterative development of a management system also corresponds to the approach of the underlying cidpartners white paper.
OGSM rethinking
OGSM reimagined:
OKR meets OGSM
OKR vs. Strategy
OKR Practice
Strategie-Themen auf einen Blick
Frequently Asked Questions
What is OGSM?
OGSM stands for Objectives, Goals, Strategies, and Measures.
The framework combines an overarching strategic direction with measurable goals, strategic thrusts, and metrics in a single, concise document. Actions can supplement this with concrete measures for implementation.
How do you create an OGSM?
The starting point is a clearly defined strategic direction.
Building on this, the overarching objective, measurable goals, key strategies, and appropriate measures and actions are linked together. It is crucial not to fill out the elements separately, but to examine their logical consistency together.
Subsequently, it should be determined how the one-pager will be integrated into ongoing management processes.
Does OGSM replace strategy development?
No.
OGSM can structure a strategic direction and make its connection to goals and governance visible. If fundamental strategic options and priorities are still open, strategic work is needed first.
What is the difference between OGSM and OKR?
OGSM combines a long-term strategic direction with goals, strategies, and measures within a compact framework.
OKR works with objectives and key results in shorter target cycles and uses regular formats for alignment, review, and learning.
Which approach is most suitable depends on the specific management requirements of an organization.
Can OGSM and OKR be combined?
Yes, if the connection aligns with the organization’s requirements.
One possible approach is to use OGSM for the longer-term strategic framework and manage selected aspects of implementation via OKRs in shorter cycles.
In this case, interfaces, responsibilities, and the connection between the two goal systems must be clearly defined.
Does every level of the organization need to work with OGSM?
No.
Different levels have different requirements regarding level of detail, time horizon, and control. Therefore, it should be examined at which levels a dedicated OGSM (Open Government Security Management) creates added value and where another form of implementation is more appropriate.
How is OGSM integrated into existing control processes?
First, we examine which strategy, goal, budget, portfolio, and review processes already exist.
Building on this, we can clarify where the OGSM one-pager will be used as a common reference framework, what responsibilities are required, and in what formats progress and adjustments will be discussed.
Depending on the initial situation, linking it to OKRs may also be beneficial.