At Hewlett Packard every employee was personally responsible to draft a businessplan for their domain. Each of these business plans had a section for a Goal, some Objectives and three core Strategies. The final part of this OGSM approach were the Measures or KPI's.

THREE TIER GOALS

Throughout the organisation all employees had three levels of strategic objectives:

1. You have to be on target. These targets were set in periodic handshake sessions. 

2. You need to get to this target in a 3-5% better, faster, cheaper or more efficient way.

3. These resources you save, you have to invest in a breakthrough in your domain.

YOUR STRATEGY AND GOALS AS CONVERSATION

In this way the HP way ensured that achieving the business goals, continuous improvement ánd innovation were always aligned and woven into the fabric of every job at HP and thus in the company culture.  These strategic objectives became a conversation piece within HP and connected employees across regions and domains. In addition, the bottom-up process guaranteed a high level of commitment and mutual support. In this way strategy is not a document but moreover a company-wide activity and experience.

Ask yourself;

• How do you make sure you will achieve your target?

• How will you achieve this target in a 3-5% better, faster, cheaper, more efficient way?

• What  breakthrough  will you be working on, using these saved resources?