{"id":19700,"date":"2026-09-16T08:59:57","date_gmt":"2026-09-16T07:59:57","guid":{"rendered":"https:\/\/cidpartners.de\/strategy\/goal-systems-and-performance-management\/ogsm\/"},"modified":"2026-10-08T13:19:05","modified_gmt":"2026-10-08T12:19:05","slug":"ogsm","status":"publish","type":"page","link":"https:\/\/cidpartners.de\/en\/strategy\/goal-systems-and-performance-management\/ogsm\/","title":{"rendered":"OGSM"},"content":{"rendered":"\t\t
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OGSM:<\/h1>\t\t\t\t<\/div>\n\t\t\t\t
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Combining strategic goals, directions, and metrics within a single framework<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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OGSM combines strategic direction, measurable goals, strategic thrusts, and key performance indicators (KPIs) in a compact management framework.<\/p>

The central element is a one-pager that clearly connects strategic direction and management.<\/p>

We support you in developing an OGSM that clearly maps the essential strategic relationships and integrates seamlessly into your organization’s existing management structure.<\/p>

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.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Does OGSM fit your control logic?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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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.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tBook an appointment<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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What connects OGSM in a one-pager<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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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?<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Objective <\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Which direction are we pursuing? <\/div>\t\t\t\t<\/div>\n\t\t\t\t
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The qualitative, overarching goal defines the strategic framework.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Goals <\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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How do we measure progress? <\/div>\t\t\t\t<\/div>\n\t\t\t\t
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Specific target metrics make it clear whether the objective is being achieved.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Strategies <\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Which paths do we choose? <\/div>\t\t\t\t<\/div>\n\t\t\t\t
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Strategic thrusts describe how the goals are to be achieved.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Measures & Actions <\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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How do we manage the implementation? <\/div>\t\t\t\t<\/div>\n\t\t\t\t
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Metrics show progress, actions specify the implementation.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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When OGSM can be helpful<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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OGSM can provide guidance particularly where a strategic direction exists, but its connection to goals and control is not yet sufficiently clear.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Strategy, goals, and key performance indicators are presented side by side.<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Strategic direction, corporate goals, and KPIs exist, but their interrelationships are not immediately apparent.<\/p>

OGSM brings these elements into a common logic and makes it clearer which targets and strategies contribute to the overarching direction.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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The strategic direction should be manageable in a compact way.<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Extensive strategy documents are not always suitable as an ongoing framework for leadership and management.<\/p>

An Open Strategy Management (OGSM) condenses key statements into a one-pager, thus creating a common reference point for strategic discussions and reviews.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Different levels need a common strategic reference.<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Corporate management, business units, and departments operate with varying levels of detail and time horizons.<\/p>

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.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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What a viable OGSM needs<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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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.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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The objective needs a clear strategic direction. <\/div><\/span>\n\t\t\t\t\t\t\t\n\t\t\t<\/path><\/svg><\/span>\n\t\t\t<\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t
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OGSM does not replace strategic decision-making.<\/p>

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.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

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Goals must demonstrate progress towards the objective. <\/div><\/span>\n\t\t\t\t\t\t\t\n\t\t\t<\/path><\/svg><\/span>\n\t\t\t<\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t
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Measurable goals should not be included in an OGSM simply because corresponding key performance indicators (KPIs) already exist.<\/p>

Relevant goals are those that demonstrate whether the organization is actually moving towards its objective.<\/p>

This prevents existing KPIs from being retroactively assigned to a strategy without evaluating their strategic contribution.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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Strategies must prioritize. <\/div><\/span>\n\t\t\t\t\t\t\t\n\t\t\t<\/path><\/svg><\/span>\n\t\t\t<\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t
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A long list of measures does not create a strategic focus.<\/p>

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.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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Measures must support decisions. <\/div><\/span>\n\t\t\t\t\t\t\t\n\t\t\t<\/path><\/svg><\/span>\n\t\t\t<\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t
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Measures should show how the relevant results are developing and where further decisions are needed.<\/p>

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.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t\t

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The one-pager needs a fixed place in the control system. <\/div><\/span>\n\t\t\t\t\t\t\t\n\t\t\t<\/path><\/svg><\/span>\n\t\t\t<\/path><\/svg><\/span>\n\t\t<\/span>\n\n\t\t\t\t\t\t<\/summary>\n\t\t\t\t
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An OGSM (Organizational Governance and Safety Management) document is of little use if it is merely documented after its creation.<\/p>

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.<\/p>

OGSM itself only prescribes a few roles and routines for this purpose. These must be adapted to the organization.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/details>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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OGSM and OKR can complement each other effectively.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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OGSM and OKR have different priorities.<\/p>

OGSM creates a compact, long-term strategic framework. OKR<\/a> works more with shorter goal cycles, transparent alignment, and regular learning loops.<\/p>

Depending on the organization, OGSM can provide the strategic framework, while OKR supports implementation at selected levels in shorter cycles.<\/p>

Whether both frameworks are used together depends on management needs and existing processes.<\/p>

The cidpartners white paper “OKR meets OGSM”<\/strong> 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.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t\t\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tTO THE WHITEPAPER \u201cOKR MEETS OGSM\u201d<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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When OGSM can be helpful<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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At the outset, we clarify which strategic level OGSM should represent and which existing goals and management processes need to be considered.<\/strong><\/p>

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.<\/p>

Subsequently, we clarify how OGSM will be integrated into existing management routines, what responsibilities are required, and how future adjustments will be handled.<\/p>

This results in a management logic that fits the specific organization, rather than creating an additional parallel process.<\/p>

The organization-specific and iterative development of a management system also corresponds to the approach of the underlying cidpartners white paper.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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OGSM rethinking<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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OKR meets OGSM<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/a>\n\t\t
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OKR Practice<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/a>\n\t\t\n\t\t\t\t
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OKR vs. Strategy<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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OGSM reimagined:<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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OKR meets OGSM<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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OKR vs. Strategy<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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OKR Practice<\/h3>\t\t\t\t<\/div>\n\t\t\t\t
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Strategie-Themen auf einen Blick<\/h2>\t\t\t\t<\/div>\n\t\t\t\t
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