Smartification
The development of goals is for everybody a show of strength. In the problem/ goal specification, a procedure was introduced to determine the intentions (see there). Ideally, the number of goals should not exceed 5plusminus2. Depending on the goal definition, there might be more or less room for interpretation. Smartification provides a structure that enables to round up the concretion of goals to allow all participants to understand the objectives better.
Smartification provides five criteria for the complete description of goals: Goals should be specific, measurable, adequate, relevant and time-bound.
A goal can be a place or a condition that should be reached within the short-term but at least within the mid-term. Challenging goals produce better results than mediocre, easy to achieve goals. Goals are derived from the strategy that provides a long-term direction. In this process, goals should harmonize with each other to prevent counterproductive effects. Smartification sets the stage for effective goal management by ensuring that the most relevant aspects are defined. Below the criteria are described shortly:
- S pecific
A goal is explicitly expressed when it is easy to understand, free from ambiguity, and states a concrete description of the result. An example is a 10% sales increase by December 31st, the current year.
- M easurable
A goal is described measurably when the target condition can be measured with concrete key figures and be interpreted unambiguously. The indicators might be a number, cost, time, quality criteria, and satisfaction indices (e.g., customers, employees, suppliers). An example is the number of products sold.
- A dequate
A goal is adequate if it is not too difficult or too easy to be reached. Too high requirements perish the people in charge, demotivate, and often not lead to the desired result. Too low requirements challenge the people in charge not enough, leading to sloppiness and often not accomplishing the desired results. An example of an adequate goal is the definition of the scope – e.g., evaluate the local areas.
- R elevant
A goal is relevant if it fits the strategy, i.e., supporting the vision, fits the mission, and can be related to a strategic goal. Additionally, it should be made clear the difference that makes the difference. Examples are concrete growth targets like 10% more direct customers.
- T ime bound
A goal is time-bound if it has a schedule with milestones. Thereby milestones are sub-goals on the way to the actual objective. They provide an early indication of deviations. An example is the regular reporting of the number of items in the monthly report.
The goals' descriptions should be smartized insofar as the responsible persons can imagine the result and the way to get there.