Implementing strategies effectively is of great importance.The success of strategy depends on how effectively it is implemented.Elucidate.

Goals, objectives and
targets

Strategic planning is a very important title="Business">business activity. It is also important in the title="Public sector">public sector areas such as title="Education">education. It is practiced widely informally and
formally. Strategic planning and decision processes should end with objectives and a
roadmap of ways to achieve them.

One of the core goals when
drafting a strategic plan is to develop it in a way that is easily translatable into
action plans. Most strategic plans address high level initiatives and over-arching
goals, but don't get articulated (translated) into day-to-day projects and tasks that
will be required to achieve the plan. Terminology or word choice, as well as the level a
plan is written, are both examples of easy ways to fail at translating your strategic
plan in a way that makes sense and is executable to others. Often, plans are filled with
conceptual terms which don't tie into day-to-day realities for the staff expected to
carry out the plan.

The following terms have been used in
strategic planning: desired end states, plans, policies, goals, objectives, strategies,
tactics and actions. Definitions vary, overlap and fail to achieve clarity. The most
common of these concepts are specific, time bound statements of intended future results
and general and continuing statements of intended future results, which most models
refer to as either goals or objectives (sometimes
interchangeably).

One model of organizing objectives uses
hierarchies. The items listed above may be organized in a hierarchy of means and ends
and numbered as follows: Top Rank Objective (TRO), Second
Rank Objective, Third Rank Objective, etc. From any rank, the objective in a lower rank
answers to the question "How?" and the objective in a higher rank answers to the
question "Why?" The exception is the Top Rank Objective (TRO): there is no answer to the
"Why?" question. That is how the TRO is defined.

People
typically have several goals at the same time. "Goal congruency" refers to how well the
goals combine with each other. Does goal A appear compatible with goal B? Do they fit
together to form a unified strategy? "Goal hierarchy" consists of the nesting of one or
more goals within other goal(s).

One approach recommends
having short-term goals, medium-term goals, and long-term goals. In this model, one can
expect to attain short-term goals fairly easily: they stand just slightly above one's
reach. At the other extreme, long-term goals appear very difficult, almost impossible to
attain. Strategic management jargon
sometimes refers to "Big Hairy Audacious Goals" (BHAGs) in this context. Using one goal
as a stepping-stone to the next involves goal sequencing. A
person or group starts by attaining the easy short-term goals, then steps up to the
medium-term, then to the long-term goals. Goal sequencing can create a "goal stairway".
In an organizational setting, the organization
may co-ordinate goals so that they do not conflict with each other. The goals of one
part of the organization should mesh compatibly with those of other parts of the
organization.