While missions, goals and objectives, strategies, and tactics are often used interchangeably, they have distinct characteristics and functions within the context of strategic planning. Some organisations may use different terminology or definitions, so clarifying the meaning and context from the beginning is essential.
Ultimately, what matters most is that all stakeholders clearly understand where the organisation is heading and the actions needed to get there, whether they are referred to as goals, objectives, missions, or something else entirely.
Here’s the framework we use to structure these components in a planning order, moving from the highest level of abstraction to the most specific implementation details:
1. Your Mission
The mission represents an organisation or individual’s fundamental purpose and core values. It defines the reason for existence and the broader impact desired. A mission statement encapsulates the identity, vision, and values that guide decision-making and goal-setting.
Fundamental Purpose
The mission statement articulates an organisation’s core purpose, values, and identity. It answers the question, “Why do we exist?” and communicates the organisation’s reason for being. Mission characteristics include:
Timeless
A mission statement is typically enduring and timeless, reflecting the organisation’s enduring values and aspirations. It may remain relatively unchanged over time, guiding decision-making and strategic direction.
Broad and Inspirational
Mission statements are often broad and inspirational, conveying the organisation’s overarching aspirations and the impact it seeks to have on society or its stakeholders.
External-Focused
While goals and objectives are often internally focused on specific outcomes and actions, the mission statement is more outward-facing, addressing the organisation’s broader role and contribution to society.
Examples of mission statements from membership organisations:
National Trust
“For everyone, for ever, to enjoy and care for places of beauty, history and culture.”
Royal Society
“To recognise, nurture and promote excellence in science for the benefit of humanity.”
Trades Union Congress (TUC):
“To improve the lives of working people through collective bargaining and campaigning for better rights at work.”
The Ramblers
“To champion the freedom to walk and to protect the places we all love to walk.”
Chartered Institute of Marketing (CIM):
“To champion marketing and equip marketing professionals for the future.”
2. Goals
Goals define the broad, long-term outcomes or achievements the organisation aims to accomplish. Goals provide direction and focus, guiding the development of objectives and strategies to pursue the mission. Goal characteristics include:
Broad and General
Goals are overarching aims or intentions that provide direction and purpose. They are usually broad statements that describe what an organisation wants to achieve in the long term.
Qualitative
Goals are often qualitative, focusing on the desired outcome or result rather than specific actions.
Long-Term Focus
Goals are set for the long term, often months or years, and provide a vision for the organisation’s future.
Less Specific
Goals do not have to be measurable or time-bound. They establish a general direction without specifying how or when the outcome will be achieved.
3. Objectives
Objectives break down the goals into specific, measurable, achievable, relevant, and time-bound (SMART) targets or milestones. Objectives clarify what needs to be accomplished to achieve the goals and provide a framework for evaluation.
Specific and Measurable
Objectives are concrete, specific, and measurable steps or milestones that contribute to achieving goals. They provide a clear framework for assessing progress.
Quantitative
Objectives are quantitative, defining specific targets or benchmarks that indicate success.
Short-Term Focus
Objectives are typically set for the short to medium term, usually within a few weeks, months, or quarters. They break down larger goals into manageable tasks.
More Detailed
Objectives are detailed and precise, outlining the actions, resources, and timelines required to accomplish them.
4. Strategies
Strategies develop high-level plans or approaches to achieving the objectives and fulfilling the mission. They outline the broad methods or tactics the organisation will use to accomplish its goals, considering resources, capabilities, and competitive dynamics.
Approach or Plan of Action
Strategies are an organisation’s high-level plans or approaches to achieve its goals and objectives. They outline the broad methods or tactics the organisation will use to accomplish its mission.
Adaptive and Flexible
Unlike goals and objectives, which may remain relatively fixed over time, strategies are more adaptive and flexible. They may evolve in response to changing circumstances, market conditions, or internal factors.
Resource Allocation
Strategies involve allocating resources, such as finances, human capital, and technology, to support the organisation’s goals and objectives. They prioritise investments and activities to maximise effectiveness and efficiency.
Competitive Advantage
Strategies often aim to establish an organisation’s competitive advantage through differentiation, cost leadership, innovation, or other means. They seek to position the organisation favourably in its industry or market.
Long-Term Direction
While strategies may encompass short-term tactics and actions, they provide the organisation with long-term direction, guiding decision-making and resource allocation over time.
5. Channels
Channels identify the platforms or mediums the organisation will communicate with and engage its target audience. Channels encompass online and offline channels, such as social media, websites, email, print media, events, etc. Here’s how channels fit into the broader strategic framework:
Alignment with Strategy and Objectives
Channels should be selected and utilised to align with the organisation’s overall strategy and objectives. Different channels may be more effective for achieving specific goals, such as increasing brand awareness, generating leads, driving sales, or fostering customer loyalty.
Audience Targeting and Reach
Channels are chosen based on their ability to effectively reach and engage with the organisation’s target audience. Understanding the preferences, behaviours, and demographics of the target audience is essential for selecting the most appropriate channels for communication and engagement.
Integration and Consistency
Channels should be integrated and coordinated to ensure a cohesive and consistent brand experience across touchpoints. Consistency in messaging, branding, and customer experience helps reinforce the organisation’s identity and build trust with the audience.
Measurement and Optimisation
Channels should be monitored and evaluated regularly to assess their performance and effectiveness in achieving desired outcomes. Key performance indicators (KPIs) such as reach, engagement, conversion rates, and return on investment (ROI) can help determine which channels deliver the best results and where adjustments may be needed.
Adaptation to Trends and Technologies
Channels should evolve and adapt to consumer behaviour, technological advancements, and market trends. New channels may emerge, while existing channels may grow in functionality, user experience, and audience preferences. Organisations must stay agile and responsive to leverage emerging channels and opportunities effectively.
6. Tactics
Tactics determine the specific actions, manoeuvres, or techniques that will be employed to execute the strategies and achieve the objectives. Tactics represent the practical steps to effectively implement the broader strategic plan, utilising the selected channels to reach and engage with the target audience.
Execution of Strategies
Tactics are the detailed actions or methods used to execute strategies and accomplish objectives. They represent the “how” of strategy implementation, breaking broad strategies into manageable tasks and activities.
Short-Term and Immediate
Tactics are typically short-term and immediate, focusing on specific actions that can be taken soon to advance the organisation’s goals. They are often part of a more extensive, ongoing implementation process.
Varied and Diverse
Tactics can take many forms, including marketing campaigns, sales promotions, product launches, operational improvements, customer service initiatives, etc. They are tailored to the organisation’s specific context and objectives.
Tactical Flexibility
Unlike strategies, which remain relatively stable over time, tactics may need to adapt quickly to changing circumstances, market conditions, or competitor actions. They require agility and responsiveness.
Resource Allocation and Coordination
Tactics involve allocating resources, such as personnel, finances, technology, and time, to execute specific actions effectively. They often require coordination across different departments or teams within the organisation.
Over to you
So, there you have it, our strategic planning framework. Following this, we aim to ensure alignment between a client’s overarching mission and values, long-term goals, specific objectives, high-level strategies, chosen channels, and detailed tactics. This structured approach helps us translate an organisation’s vision into actionable plans and effectively execute them to drive success and impact – I hope it provides you with the knowledge and inspiration to do the same.
