OGSM is a world-class strategy model that transforms objectives, goals, strategies and measures into actionable and executable plans. The origins of OGSM stretch back to the 1950’s. In the 1980’s, Procter & Gamble popularized OGSM as a means of aligning the direction of their organization around the globe. Many Fortune 500 companies have adopted OGSM to build and execute their strategic plans. ArchPoint, the world leader in OGSM methodology and delivery, has helped hundreds of organizations via the power of OGSM.
In an effort to bring real-world views on the difference OGSM makes in an organization, we asked a group of leaders across a variety of industries for their thoughts on using OGSM within their organizations. This is the first of six Voice of the leader compilations of their thoughts and feedback.
Question: What are the benefits of using OGSM in strategic planning?
I think the primary benefit of OGSM is that it helps everyone get on the same page. I’ve never found a better or simpler process, once you get through it, in keeping a company aligned. Too often, people get sidetracked. OGSM gives organizations a clear picture of the work you are not going to work on.
— Kevin Young
One of the big benefits of OGSM is that you’re able to get leadership aligned around the biggest opportunities. OGSM fosters a level of prioritization that allows a business to focus on a few critical things. From there, OGSM allows the work to cascade — and that’s the essence of what makes it powerful.
— Matthew Wolkow
From my perspective, it has given us a dashboard view of everything going on top-down. We never had a good dashboard view before. Being able to see 40-50 things from my dashboard is a tremendous timesaver. The whole thing was complicated at first. The O, the G, the S and the M were difficult to get in focus and understand how they differed. We were already doing the initiatives. But now, we’ve got it. We know what is happening in our division and can see what’s happening in others.
— Blane Comeaux
One of the first things I did was take the team through an OGSM process that cascades through all the regions in the world and all the plants in the world. OGSM provides a common language and forces key metrics. It keeps us on track.
— Greg Temple
We’re only nine months into the OGSM process. When we started, we had disparate teams using different approaches. Our teams didn’t have a legacy of a cohesive organization. The discipline OGSM required of the organization created a great deal of alignment for my senior leadership, which was the alignment needed for an environment of massive change. There was and still is so much to be done as we go through transformation, but OGSM helped us distill down to what was most vitally important. The process has helped us leverage the collective knowledge and various perspective of the team. We are able to say, “Here are the most critical things.”
— James Potach
First and foremost, OGSM is a process that allows real clarity and transparency across the company to what’s important. OGSM allows the most important work to cascade to every level of the organization. It’s a great way to convey to every level what’s important.
— Chris Kiser
Alignment and Onboarding
I’ve been using the OGSM model for 10+ years. Where I’ve found the greatest benefit, outside the obvious of getting everyone aligned around a common vision and strategy, is using it with new teams. It’s very effective in those situations — helpful in aligning new teams and getting an effective start to that journey. It’s a great way to onboard a new group around a common purpose and make sure you’re building on a common platform. From there, it’s something to build on and refresh year after year.
— Matt Riley