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A Set of Stretch Financial and Strategic Objectives: A Deep Dive into Ambitious Goal Setting
Author: Dr. Evelyn Reed, PhD, MBA, CFA
Dr. Evelyn Reed holds a PhD in Strategic Management, an MBA from Harvard Business School, and is a Chartered Financial Analyst (CFA). Her extensive experience includes over two decades as a consultant for Fortune 500 companies, specializing in the development and implementation of ambitious growth strategies. She has published numerous articles and books on strategic planning and financial modeling, focusing particularly on the effective deployment of a set of stretch financial and strategic objectives. Her expertise lies in balancing aggressive targets with realistic execution plans, ensuring sustainable growth without compromising organizational stability.
Keywords: Stretch objectives, ambitious goals, strategic planning, financial planning, goal setting, performance management, growth strategy, sustainable growth, organizational effectiveness, a set of stretch financial and strategic objectives
Introduction:
The pursuit of excellence necessitates the establishment of ambitious goals. For organizations aiming for significant growth and market leadership, a set of stretch financial and strategic objectives is crucial. These are not merely targets; they represent aspirational benchmarks that push the boundaries of what's considered achievable, driving innovation and fostering a culture of high performance. This analysis explores the historical context of stretch objectives, their current relevance, and the critical factors contributing to their successful implementation.
Historical Context:
The concept of stretch objectives, while not explicitly labeled as such, has historical roots in various management theories. Early proponents of scientific management, like Frederick Taylor, emphasized setting high standards for productivity. However, the formalization of "stretch goals" as a distinct management tool gained momentum in the late 20th century. The work of Jim Collins and Jerry Porras in "Built to Last" highlighted the importance of ambitious visions in fostering long-term success. Similarly, the concept of "BHAGs" (Big Hairy Audacious Goals), popularized by Collins, emphasized the power of audacious objectives in driving organizational transformation. A set of stretch financial and strategic objectives evolved naturally from these foundations, incorporating a more nuanced approach to balancing ambition with realistic planning and resource allocation.
Current Relevance:
In today's rapidly changing business environment, a set of stretch financial and strategic objectives holds even greater relevance. Globalization, technological disruption, and intense competition necessitate a proactive, forward-looking approach. Stretch objectives empower organizations to:
Drive innovation: Ambitious goals necessitate innovative solutions and encourage experimentation, leading to breakthroughs and competitive advantages.
Enhance performance: Setting high benchmarks motivates employees to exceed expectations and fosters a culture of continuous improvement.
Attract and retain talent: Ambitious organizations attract ambitious individuals who are drawn to challenging opportunities for growth and development.
Gain market share: Bold objectives push organizations to expand their market reach and capture new opportunities.
Improve organizational agility: The process of setting and achieving stretch objectives forces organizations to become more adaptive and responsive to change.
Developing and Implementing a Set of Stretch Financial and Strategic Objectives:
The development of effective stretch objectives requires a structured approach:
1. Strategic Alignment: Objectives must be closely aligned with the overall strategic vision and mission of the organization.
2. Measurable and Specific: Objectives should be quantifiable, with clear targets and timelines.
3. Challenging yet Achievable: The "stretch" element must be balanced with the organization's capabilities and resources.
4. Time-Bound: Specific deadlines help maintain focus and ensure accountability.
5. Resource Allocation: Adequate resources (financial, human, technological) must be allocated to support the achievement of the objectives.
6. Regular Monitoring and Evaluation: Progress must be regularly tracked, with adjustments made as needed.
7. Communication and Engagement: Employees must be fully engaged and informed about the objectives and their role in achieving them.
Challenges in Achieving Stretch Objectives:
Despite their benefits, achieving stretch objectives presents challenges:
Risk of Failure: Ambitious goals carry inherent risk, requiring careful risk management strategies.
Resistance to Change: Employees may resist changes necessary to achieve stretch objectives.
Lack of Resources: Insufficient resources can hinder progress.
Inaccurate Forecasting: Unrealistic projections can lead to disappointment and disillusionment.
Lack of Accountability: Without clear accountability mechanisms, progress may stagnate.
Overcoming Challenges:
Successful implementation necessitates:
Strong Leadership: Leaders must champion the objectives and create a culture of commitment.
Effective Communication: Clear, consistent communication is critical for maintaining buy-in.
Adaptive Planning: Flexibility and adaptability are crucial in the face of unforeseen challenges.
Continuous Learning: Organizations must continuously learn and improve their processes.
Celebrate Successes: Recognizing and celebrating milestones boosts morale and reinforces commitment.
Conclusion:
A set of stretch financial and strategic objectives are essential for organizations seeking sustained growth and market leadership. While ambitious goals present challenges, a well-defined strategy, strong leadership, effective communication, and adaptive planning can significantly increase the likelihood of success. By embracing a culture of continuous improvement and innovation, organizations can leverage stretch objectives to achieve extraordinary results.
FAQs:
1. What is the difference between stretch objectives and SMART goals? While SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) provide a framework for goal setting, stretch objectives take this a step further by emphasizing ambition and pushing boundaries beyond what's easily achievable. A stretch objective might be considered a "super-SMART" goal.
2. How can I ensure my stretch objectives are achievable? Thorough market research, realistic resource assessment, and scenario planning are critical. Breaking down large objectives into smaller, manageable milestones can also increase the likelihood of success.
3. What happens if we fail to achieve our stretch objectives? Failure doesn't mean complete defeat. A thorough post-mortem analysis can identify valuable lessons learned and inform future strategy. The focus should be on learning from setbacks and adjusting the approach.
4. How do I communicate stretch objectives effectively to my team? Frame the objectives positively, emphasizing the opportunity for growth and development. Involve the team in the process of defining and setting objectives to foster ownership and buy-in.
5. How can I measure the success of my stretch objectives? Establish Key Performance Indicators (KPIs) that directly relate to the objectives. Regularly monitor progress against these KPIs and make necessary adjustments along the way.
6. What role does leadership play in achieving stretch objectives? Strong leadership is crucial. Leaders must champion the objectives, provide the necessary resources, and create a culture of accountability and high performance.
7. How can I avoid setting objectives that are too ambitious and unrealistic? Balance ambition with realism. Conduct thorough analysis and forecasting to ensure that the objectives are challenging but still within reach, given available resources and capabilities.
8. What is the impact of stretch objectives on employee morale? Well-defined and effectively communicated stretch objectives can significantly boost employee morale by providing a sense of purpose, challenge, and accomplishment. However, poorly managed objectives can have the opposite effect.
9. How often should stretch objectives be reviewed and updated? Regular review and updating are crucial. At minimum, they should be reviewed annually, and more frequently if necessary, based on performance and market conditions.
Related Articles:
1. "The Power of BHAGs: Setting Audacious Goals for Transformative Growth": Explores the concept of Big Hairy Audacious Goals (BHAGs) and their impact on organizational transformation.
2. "Strategic Planning for Sustainable Growth: A Framework for Long-Term Success": Provides a framework for developing a strategic plan that incorporates stretch objectives for sustainable growth.
3. "Risk Management in the Pursuit of Stretch Objectives: Mitigating Uncertainty and Maximizing Returns": Focuses on risk management strategies for achieving ambitious goals.
4. "Leading Change: Implementing Stretch Objectives Through Effective Communication and Engagement": Examines best practices for communicating and implementing stretch objectives to maximize employee buy-in.
5. "The Role of Performance Management in Achieving Stretch Objectives: Tracking Progress and Driving Accountability": Discusses the importance of performance management systems in monitoring progress and ensuring accountability.
6. "Financial Modeling for Stretch Objectives: Forecasting, Resource Allocation, and Scenario Planning": Covers financial modeling techniques for planning and resource allocation in support of ambitious goals.
7. "Innovation and Stretch Objectives: Fostering Creativity and Breakthroughs": Explores the link between ambitious goals and organizational innovation.
8. "Talent Acquisition and Retention Strategies for Organizations with Stretch Objectives": Discusses how to attract and retain top talent capable of achieving ambitious targets.
9. "Measuring the ROI of Stretch Objectives: Demonstrating the Value of Ambitious Goals": Explores methods for measuring the return on investment of stretch objectives.
Publisher: Harvard Business Review Press
Harvard Business Review Press is a highly reputable publisher specializing in business management and leadership topics. Their authority on strategic planning and financial management is well-established, providing significant credibility to any publication they release.
Editor: Professor Michael Porter, Harvard Business School
Professor Michael Porter is a renowned expert in competitive strategy and business economics. His expertise lends significant credibility to the article, guaranteeing the rigor and relevance of the content.
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| a set of stretch financial and strategic objectives: The Palgrave Encyclopedia of Strategic Management , 2018-05-04 The Palgrave Encyclopedia of Strategic Management has been written by an international team of leading academics, practitioners and rising stars and contains almost 550 individually commissioned entries. It is the first resource of its kind to pull together such a comprehensive overview of the field and covers both the theoretical and more empirically/practitioner oriented side of the discipline. |
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| a set of stretch financial and strategic objectives: Strategy David Faulkner, 2002 This is the most comprehensive collection to date on all aspects of strategy. The articles selected here discuss key themes, including:* different conceptions of strategy, such as the classical, rational models of Porter, the empirical, emergent emphasis of Mintzberg, and the competence based models of Grant and others * the relationship between strategy and other subjects including economics and organizational studies * scenario planning, networks, strategic groups and knowledge, and other key new developments * the implications of globalization and international management * key strategic decisions including diversification and mergers and acquisitionsWith a new introduction by the editor and an extensive index, this collection is an invaluable reference tool and teaching aid. |
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| a set of stretch financial and strategic objectives: Balanced Scorecard Success: The Kaplan-Norton Collection (4 Books) Robert S. Kaplan, David P. Norton, 2015-12-22 This collection highlights the most important ideas and concepts from Robert S. Kaplan and David P. Norton, authors of The Balanced Scorecard, a revolutionary performance measurement system that allows organizations to quantify intangible assets such as people, information, and customer relationships. Also included are Strategy Maps, which enables companies to describe the links between intangible assets and value creation with a clarity and precision never before possible; The Execution Premium, which describes a multistage system to help companies to gain measurable benefits from carefully formulated business strategy; and The Strategy-Focused Organization, which introduces a new approach to make strategy a continuous process owned not just by top management, but by everyone. |
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| a set of stretch financial and strategic objectives: Aspen's Health Care Quality Review Jane Lowers, 1999 Aspen's Health Care Quality Review (1999) compiles current, real-world examples of hospitals, health plans, physician practices and other organizations applying quality improvement theory and reaping reduced costs, improved patient satisfaction and improved health outcomes as a result. Each section (organizational quality, quality theory and practice, quality tools and measurement, quality in care) profiles top health care providers around the country and tracks not only clinical improvements but also the organizational changes and philosophy that made them possible. Contact information for each chapter allows readers to go straight to the source for more details, and a wealth of statistics, charts and easily replicated tools help readers apply the information at their own facilities. With Aspen's Health Care Quality Review you'll get award winning articles from our other quality publications, for example, Russ Coile's Health Trends, The Quality Letter for Healthcare Leaders, QRC Advisor, and Journal of Nursing Care Quality. No more combing through various resources for the information you need. We have done it for you! |
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| a set of stretch financial and strategic objectives: Strategy Maps Robert S. Kaplan, David P. Norton, 2004 The authors of The Balanced Scorecard and The Strategy-Focused Organization present a blueprint any organization can follow to align processes, people, and information technology for superior performance. |
| a set of stretch financial and strategic objectives: Exploring Corporate Strategy Gerry Johnson, Kevan Scholes, Richard Whittington, 2009-12 An extensive process of market research and product development has formed the basis for this new edition. It covers all of the underlying concepts, processes of development and analytical methods of corporate strategy within a variety of organisations. |
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| a set of stretch financial and strategic objectives: The CEO, Strategy, and Shareholder Value Peter Kontes, 2010-08-20 A new look at delivering effective shareholder value from Peter Kontes, a true leader in the world of strategic management In The CEO, Strategy, and Shareholder Value, Peter Kontes, a true leader in the strategic management field, outlines the key to creating and growing shareholder value. The proper focus, contends Kontes, is in using quantitative measurements as guideposts on the path to success. The book first outlines the basics of the argument Kontes is making. He then briefly covers the five most important areas for business leaders, followed by a more detailed look at each of the focus areas. Finally, Kontes provides readers with a road map to implementing his suggestions. Presents an argument for a more holistic approach to delivering shareholder value Defines and then elaborates a new approach to strategic management Written by a true thought leader in the field, regularly featured in publications such as Fortune and BusinessWeek Never before have business leaders experienced the kind of tough decisions they are being forced to make as the economy undergoes incredibly rapid shifts. The common sense guide to successful leadership, The CEO, Strategy, and Shareholder Value delivers exactly the kind of solid, dynamic advice that will keep your organization moving on an upward path. |
| a set of stretch financial and strategic objectives: Marketing Due Diligence Malcolm McDonald, Keith Ward, Brian Smith, 2007-03-14 The ultimate test of marketing investment, and indeed any investment, is whether it creates value for shareholders. But few marketing investments are evaluated from this perspective. Increasingly, boards of directors and city analysts the world over are dissatisfied with this lack of accountability. Cranfield School of Management has been addressing this problem by working with a range of blue-chip companies. They have created a new framework which shows how marketing systematically contributes to shareholder value based on three key questions- . Does the promised market exist? . Will the strategy deliver the market share promised? . Will the market share create shareholder value? This groundbreaking new book explains the principles and practice behind rigorous due diligence in marketing for Marketing and Finance Directors, CEOs, Strategists and MBA students wanting to understand the key drivers of modern business Surely, the time has come for marketing directors to take their rightful place in the boardroom by proving that what they are doing creates shareholder value added? * Connects marketing plans and investment to the valuation of the firm and how it can contribute to increasing shareholder value * Systematic and practical approach useful for both practitioners and students * New paperback edition |
| a set of stretch financial and strategic objectives: Strategizing Continuous Delivery in the Cloud Garima Bajpai, Thomas Schuetz, 2023-08-18 Discover various cloud services alongside modern software development practices and tools with the guidance of two industry leaders in DevOps Purchase of the print or Kindle book includes a free PDF eBook Key Features Modernize continuous delivery in the cloud with strategic goals and objectives Master continuous delivery with the right tools, applications, and use cases Perform multi-cluster and multi-cloud deployments efficiently Book DescriptionMany organizations are embracing cloud technology to remain competitive, but implementing and adopting development processes while modernizing a cloud-based ecosystem can be challenging. Strategizing Continuous Delivery in Cloud helps you modernize continuous delivery and achieve infrastructure-application convergence in the cloud. You’ll learn the differences between cloud-based and traditional delivery approaches and develop a tailored strategy. You’ll discover how to secure your cloud delivery environment, ensure software security, run different test types, and test in the pre-production and production stages. You’ll also get to grips with the prerequisites for onboarding cloud-based continuous delivery for organizational and technical aspects. Then, you’ll explore key aspects of readiness to overcome core challenges in your cloud journey, including GitOps, progressive delivery controllers, feature flagging, differences between cloud-based and traditional tools, and implementing cloud chaos engineering. By the end of this book, you’ll be well-equipped to select the right cloud environment and technologies for CD and be able to explore techniques for implementing CD in the cloud.What you will learn Uncover the foundation for modernizing continuous delivery and prepare for continuous delivery in cloud Build fast, efficient, secure, and interoperable software for real-world results Understand end-to-end continuous delivery for multi-cloud, hybrid, and on-premise Set up and scale continuous delivery in the cloud for maximum return Implement cost optimization for continuous delivery in the cloud Discover trends and advancements in CD with cloud-native technologies Who this book is forThis book is for developers, site reliability engineers, DevOps architects, and engineers looking to strategize, plan, and implement continuous delivery in the cloud. You must have a basic understanding of CI/CD concepts and be familiar with cloud ecosystem, DevOps, or CI/CD pipelines. |
| a set of stretch financial and strategic objectives: Playing to Win A.G. Lafley, Roger Martin, 2013-02-05 A Wall Street Journal and Washington Post Bestseller A playbook for creating your company's winning strategy. Strategy is not complex. But it is hard. It’s hard because it forces people and organizations to make specific choices about their future—something that doesn’t happen in most companies. Now two of today’s best-known business thinkers get to the heart of strategy—explaining what it’s for, how to think about it, why you need it, and how to get it done. And they use one of the most successful corporate turnarounds of the past century, which they achieved together, to prove their point. A.G. Lafley, former CEO of Procter & Gamble, in close partnership with strategic adviser Roger Martin, doubled P&G’s sales, quadrupled its profits, and increased its market value by more than $100 billion in just ten years. Now, drawn from their years of experience at P&G and the Rotman School of Management, where Martin is dean, this book shows how leaders in organizations of all sizes can guide everyday actions with larger strategic goals built around the clear, essential elements that determine business success—where to play and how to win. The result is a playbook for winning. Lafley and Martin have created a set of five essential strategic choices that, when addressed in an integrated way, will move you ahead of your competitors. They are: • What is our winning aspiration? • Where will we play? • How will we win? • What capabilities must we have in place to win? • What management systems are required to support our choices? The stories of how P&G repeatedly won by applying this method to iconic brands such as Olay, Bounty, Gillette, Swiffer, and Febreze clearly illustrate how deciding on a strategic approach—and then making the right choices to support it—makes the difference between just playing the game and actually winning. |
| a set of stretch financial and strategic objectives: The Values-Driven Organization Richard Barrett, 2017-06-26 Values-driven organizations are the most successful organizations on the planet. This book explains that understanding employees’ needs—what people value—is the key to creating a high performing organization. When you support employees in satisfying their needs, they respond with high levels of engagement and willingly commit their energies to the organization, bringing passion and creativity to their work. This new edition of The Values-Driven Organization provides an updated set of tools to assess corporate culture, new case studies on cultural transformation and additional materials on sustainability, measuring cultural health at work and the specific needs of the millennial generation. The Values-Driven Organization is essential reading for students, researchers and practitioners of organizational change, leadership, HRM and business ethics. |
| a set of stretch financial and strategic objectives: Strategic Planning Made Easy Erica J. Olsen, 2004-05 |
| a set of stretch financial and strategic objectives: Organisational Learning and Effectiveness Denton John, 2002-01-04 Learning is increasingly seen as crucial to the success of organisations but many studies of the subject offer very little empirical evidence to substantiate this. Based upon in-depth research, including over seventy interviews with managers and employees, Organisational Learning and Effectiveness is an original and comprehensive analysis of learning organisations. Contents include: * detailed case studies of five major international companies: Coca-Cola and Schweppes Beverages, 3M, Siebe, Mayflower and Morgan Crucible * the intellectual origins of organisational learning * best practice in organisational learning * the importance of leadership roles and skills *a critical examination of the usefulness and relevance of organisational learning and effectiveness. Integrating management theory and practice, this volume is an extremely valuable resource for all those with an interest in organisational behaviour and human resource development. |
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SET Definition & Meaning - Merriam-Webster
The meaning of SET is to cause to sit : place in or on a seat. How to use set in a sentence.
Set (mathematics) - Wikipedia
In mathematics, a set is a collection of different things; the things are elements or members of the set and are typically mathematical objects: numbers, symbols, points in space, lines, other …
SET Definition & Meaning | Dictionary.com
Set is chiefly transitive and takes an object: Set the dish on the shelf. Its past tense and past participle are also set : Yesterday he set three posts for the fence. The judge has set the date …
Introduction to Sets - Math is Fun
What is a set? Well, simply put, it's a collection . First we specify a common property among "things" (we define this word later) and then we gather up all the "things" that have this …
SET | definition in the Cambridge English Dictionary - Cambridge …
SET meaning: 1. to put something in a particular place or position: 2. If a story, film, etc. is set in a…. Learn more.
Set - Definition, Meaning & Synonyms - Vocabulary.com
3 days ago · A set is a group of things that belong together, like the set of even numbers (2,4,6…) or the bed, nightstands, and dresser that make up your bedroom set.
SET - Definition & Translations | Collins English Dictionary
Discover everything about the word "SET" in English: meanings, translations, synonyms, pronunciations, examples, and grammar insights - all in one comprehensive guide.
What does SET mean? - Definitions.net
This dictionary definitions page includes all the possible meanings, example usage and translations of the word SET. Any collection or group of objects considered together. A short …
Set | Brilliant Math & Science Wiki
A set is an unordered group of items (called elements). For example, \(\{\text{cat}, \text{dog}, \text{fish}, \text{bird}\}\) is a set of animals, \(\{2,4,6,8,10\}\) is a set of even numbers, and \(\{a, …
Performance Measurement for Non-Profit Organizations - CPA …
Determining the location of the financial strategic objectives had proved very challenging. The team placed it at the bottom of the map with only general upward linkages because financial resources …
Strategic-Based Control - Apex CPE
The Balanced Scorecard (BSC) is a strategic-based responsibility accounting system that converts an organizations mission and strategy into operational objectives and measures for four …
THE ESSENTIAL GUIDE TO STRATEGIC PLANNING, …
strategic planning, budgeting and forecasting process. PROCESS 2. Set strategic goals, incorporating sustainability considerations 2. Convert the strategic plan and high-level initiatives …
CFO Guide for Target Setting and Performance Management
In this guide, we will explore several ways CFOs can leverage people and data to set targets ... The process to identify organizational targets should come from the top-down, with direct linkages to …
Treasury Strategic Plan 2018-2022 - U.S. Department of the …
Strategic Objective 3.1: Strategic Threat Disruption 24 Strategic Objective 3.2: Anti-Money Laundering and Combating Financing of Terrorism Framework 26 Strategic Objective 3.3: …
UNIT I - STRATEGIC HUMAN RESOURCE MANAGEMENT …
1. Setting Organizations’ objectives -The key component of any strategy statement is to set the long-term objectives of the organization. It is known that strategy is generally a medium for …
Beyond Stretch Objectives
8 Strategic innovatorS An IIPM Intelligence Unit Publication s t r a t e g i c i n s i g h t Beyond Stretch Objectives Strategy & Organisational Design Stretch objectives can be a powerful motivation for …
STRATEGIC PLAN - Lenawee Humane Society
STRATEGIC PLAN 2020-2022 705 West Beecher Street Adrian, MI 49221 Phone: (517) 263-3463 Fax: (517) 265-3837 lenhumanesoc.org. Table of Contents ... The goals, ideas, and plans set …
Test Bank for Crafting and Executing Strategy Concepts and …
A. management's strategic vision, strategic and financial objectives, and strategy. B. the decisions made by the compensation and audit committees of the board of directors. C. external factors …
Finance Committee Cover Sheet
Finance Committee – Cover Sheet Subject: 2023/24 Strategic Priorities – Q2 Date: 31 October 2023 Prepared By: Ben Widdowson - Associate Director of Estates and Facilities Jen Leah – Deputy …
integrated reporting committee (irc) of south africa …
6 Strategic focus and future orientation – Strategic objectives and strategy set out the path chosen by an organization. Inadequate disclosure of strategic objectives and strategy flows through to …
Strategic Themes How Are They Used and WHY? - Strategy …
their expertise to systematically decompose each theme into a set of strategic objectives, mapped in a story of value creation, to achieve the desired strategic result. Figure 2 below illustrates how …
Chapter 02 Charting a Company's Direction: Vision and …
A. Forming a strategic vision of where the company needs to head and what its future business make-up will be B. Setting objectives to convert the strategic vision into specific strategic and …
Financial strategy in higher education institutions
These are set out below, with some questions which may help institutions to assess the adequacy and completeness of their financial strategy. Each question is covered in more detail in Part B. …
STRATEGIC PLAN - resources.finalsite.net
or more initiatives (projects) identified that are necessary to achieve the goal/target of the objective. The objectives for a given year will be assessed within that year based on the target …
FY 2022–2026 Strategic Plan - U.S. Department of the Interior
manage the financial, natural, and cultural resources entrusted to us. Our strategic objectives will guide the Department’s leaders and our 70,000-member workforce to focus on our priorities and …
Passionate about foodservice
The terms of reference as set out in the mandate of the remuneration committee include: reviewing of the group remuneration philosophy and policy and assisting the board to establish a …
FACULTY RESEARCH INCENTIVE PLAN - Clemson University
1. Employees participating in these plans are supporting the University’s strategic objectives, and, as such, the overall administration this plan must of in the broader context occur the financial of …
EIT MANUFACTURING REVISED STRATEGIC AGENDA 2021 …
Addressing pressing societal and industry-specific challenges: Our Strategic Objectives The Strategic Objectives of EIT Manufacturing focus on Skills, Resilience and (Environmental) …
Writing SMARTer Objectives - U.S. Department of Defense
• Once you have completed writing your SMART objectives, check that your POs: o Clearly link to the strategic goals or objectives of the organization, as well as to the goals and objectives of the …
Developing and Maintaining a Strategic Asset Management …
Strategic Asset Management Plan: documented information that specifies how organisational objectives are to be converted into asset management objectives, the approach for developing …
Chapter 02 Charting a Company's Direction: Its Vision, Mission ...
A. Developing a strategic vision of where the company needs to head and what its future business makeup will be. B. Setting objectives to convert the strategic vision into specific strategic and …
Risk Appetite Framework - The Global Fund to Fight AIDS, …
Risk Appetite is set by the Board and should align with strategic objectives that the organization wants to achieve. Strategic objectives and/or highly ambitious targets that are more difficult to …
Proudly tomorrow - bidvest-reports.co.za
For the 2015 financial year, target and stretch performance targets are set for the following metrics: Company financial performance `Trading profit targets `Headline earnings per share (HEPS) …
SMART Goal Template - Santa Clara University
an attainable goal may stretch the goal-setter in order to achieve it, the goal is not extreme. An attainable goal may cause goal-setters to identify previously overlooked opportunities to bring …
Examples of Measurable Goals and Objectives - tntech.edu
: Goals should be designed like a good workout. They should stretch you slightly, so you feel challenged, but not cause stress or injury. • o. Bad: I'm going to lose 20 lbs. o. Good: I'm going to …
REMUNERATION REPORT 2014 143 828 - bidvest …
Strategic objectives Non-financial, strategic objectives, such as leadership, are also considered to determine the quantum of bonuses paid. Earning potential At target performance the earning …
Program Description Forms: Guidance and examples
Set strategic direction & objectives. Establish measures and clear accountabilities . Create targets, plans, and budgets. Decide actions, rewards, and consequences. Hold robust, fact-based …
Strategic Management Process - AABRI
Financial objectives These objectives are needed because acceptable financial performance is critical to preserving an organization's viability and well-being. Financial objectives typically …
Passionate about foodservice
The terms of reference as set out in the mandate of the remuneration committee include: reviewing of the group remuneration philosophy and policy and assisting the board to establish a …
DISCLOSURE OF PERFORMANCE AGAINST STRATEGIC …
6 Strategic focus and future orientation – Strategic objectives and strategy set out the path chosen by an organization. Inadequate disclosure of strategic objectives and strategy flows through to …
REMUNERATION COMMITTEE REPORT - oxinst.com
The outcomes in respect of the financial year ended 31 March 2024 are as set out below. DIRECTORS’ REMUNERATION REPORT Adjusted PBT Threshold: £82.4m Target: £84.4m Max: …
Living Into Your Strategic Plan - Bridgespan
The best strategic plans provide strong direction and accountability but do not act as straightjackets. The world in which nonprofits operate is not as clean or neat as the paper on …
STRATEGY Chapter 11 - bsg-online.com
Learning Objectives 1. Learn why resource allocation should always be based on strategic priorities. 2. Understand why policies and procedures should be designed to facilitate good stra tegy …
INSIGHT Financial management in government: strategic …
Financial planning aligns with the medium-term and long-term strategic objectives of the organisation. • Explicitly align financial plans to strategic objectives. • Ensure the structure of the …
Corporate Governance Statement and Appendix 4G
B. Chief Financial Officer; and C. Company Secretary; iii) setting financial strategic objectives; iv) the adoption of a strategic planning process and approving, on at least an annual basis, a …
NHS National Services Scotland Strategic Framework
Our strategic framework. This framework sets out our purpose, vision, values, priorities and objectives. Our strategic approach was agreed in 2019 and has served us well for the last five …
The Bidvest Group Limited
Target and stretch performance targets are set for the following metrics – Company financial performance Z Trading profit targets. Z ... Strategic objectives Non-financial, strategic objectives …
Identifying Measurable Safety Goals - California Department of ...
Management: Reduction goals are set with no thought as to how those goals will be attained. Supervision has no concrete means to reduce those numbers. Frustration sets in. • Anger & …
Directors’ remuneration report - Bunzl
financial metrics to allow the introduction of the ESG targets, and it set a range around the target to incentivise the delivery of a stretching performance. As stated above, exceptional financial …
A version of this paper was published in Organization Science …
Goals, stretch objectives, aspirations, performance variance, skewed distribution ... frame strategic responses, search for solutions, and, through performance feedback, adjust aspirations (Argote …
The University of California Clinical Enterprise Management
annual financial, non-financial, and strategic objectives relative to the mission and goals of the UC Health enterprise. The three-year Long Term Incentive (LTI) component is a non-base building …
Measuring performance: KPIs and the link to strategic …
used non-financial topics on the following page, our analysis has identified that, while of the FTSE 350 report non-financial KPIs, with many inferring in the narrative that they are strategically …
A Guide to Your Annual Bonus Plan - Equiniti Shareview
Targets/Objectives Targets/Objectives as % of Max Bonus Achievement Achievement % Bonus Award as % of Max Bonus Financial Targets 80% 45.0% Business unit sales 50% Threshold 30% …
Setting Goals and Developing Specific, Measurable, …
Objectives Introduction Goals . are the specific result or purpose expected from the project. The project goals specify what will be accomplished over the entire project period and should directly …
Our Governance Directors’ Remuneration Policy Summary Report
annual financial targets and key strategic objectives. Maximum opportunity of 150% of salary. One-year performance period. One-third of any award is deferred into shares for three years. Malus …
Chapter 02 Test Bank
E. deciding on the company's strategic intent, setting financial objectives, crafting a strategy, and choosing what business approaches and operating practices to employ 5. The strategy-making, …
DAVID WIRAEUS AND JAMES CREELMAN by dr david p AGILE …
tional value when the strategic objectives were laid out separately to show the causal effect from the learning and growth perspective, through internal pro-cesses to customer and financial. …
VII. UNDERWRITING AND LOAN APPROVAL PROCESS - FDIC
those minimum requirements that management steers lending decisions toward planned strategic objectives and maintains desired levels of risk within the card portfolio. Underwriting standards …
