Assumptions in GoalEnvision are the resources, competences and other factors needed to achieve your strategic goals. They help you identify and manage the elements necessary for the success of your strategy.
1. Identify conditions: GoalEnvision allows you to identify the conditions necessary to achieve your strategic goals. These can include everything from specific equipment and materials to the skills and motivation of your employees.
2. Categorise conditions: conditions are divided into three categories: Structure, Capability and Energy. Structural conditions can be e.g. the right equipment, procedures or materials. Capability conditions can be e.g. competences, experience or learning. Energy conditions can be willingness, commitment or interest.
3. Assess the Status of conditions: The status of each conditions is indicated by a traffic light (green, yellow or red). The status is determined by either an objective measure, the results of a survey or an expert judgement. This gives you a clear and measurable method to assess whether you have the necessary conditions to achieve your goals.
4. Use AI to Support Your Conditions: GoalEnvision's AI can help you identify relevant conditions for your strategic goals. This can give you valuable insight and support in your strategic planning process.
By identifying and managing your capabilities with GoalEnvision, you can ensure that you have the resources and competences needed to achieve your strategic goals. Regardless of size or industry, GoalEnvision's capabilities can help you create a robust and actionable strategy.
Creating conditions to achieve goals
Conditions are crucial to achieving the strategic goals of the GoalEnvision. To ensure success, certain conditions need to be in place.
For ease of understanding, conditions can be divided into three categories: Structure, Capability and Energy. You won't see these divisions in GoalEnvision, but they will help you map the prerequisites before you put them in.
Structure:
Structure is about having the right equipment, materials and well-defined procedures and documented processes. It also means clear instructions and clear roles and responsibilities for everyone involved in the realisation of the goal. Here are some examples of what can be included in structural conditions:
Access to the necessary technical equipment, such as computers, software or tools.
The right materials and resources needed to perform the tasks.
Clear and documented processes and procedures to ensure that the work is carried out correctly and efficiently.
Instructions that describe step-by-step how to perform different tasks.
Clearly defined roles and responsibilities to avoid confusion or duplication.
Ability:
Capability refers to the personal knowledge, experience and understanding needed to perform the tasks. It can also include specific competences or skills required to achieve the strategic objectives. Here are some examples of capability requirements:
Relevant knowledge and competences required to perform the tasks.
Experience in the field to deal with challenges and make informed decisions.
Understanding of the objectives and the strategy behind them in order to act in line with the organisation's purpose.
Ability to work effectively in teams and communicate clearly with other team members.
Energy:
Energy is about personal motivation, commitment and interest to drive forward and achieve the strategic objectives. It is also about having enough energy and willpower to deal with challenges and difficulties that may arise along the way. Here are some examples of energy prerequisites:
Strong will and commitment to achieve the strategic objectives.
Positive attitude and motivation to overcome obstacles and difficulties.
Interest and passion for the work to be done.
Sufficient physical and mental energy to work effectively and stay motivated.
Conditions vs Milestones
It is important to remember that conditions are not milestones that are achieved and then no longer relevant. Instead, they are continuous and need to be maintained to ensure success. Strategic goals are more comprehensive and strategic, while conditions are more tactical and focused on creating the necessary resources to achieve the goals.
Conditions should aim to be achieved within a medium-term timeframe, usually within a few weeks or months, depending on the specific circumstances of the organisation. By identifying and actively working on conditions, the organisation can increase its chances of successfully achieving its strategic goals.
How to add one or more conditions in GoalEnvision:
Go to the organisation page. This is the home page of your GoalEnvision account where you can manage and organise your strategies and perspectives.
Click on any of the charts in the perspective overview. Clicking on a chart will take you to the perspective page for that specific perspective.
Example: If you have a perspective called "Market" and there is a chart for this perspective, click on the chart to go to the market perspective page.
3. Scroll down to a strategic goal. On the perspective page you will find a list of strategic goals linked to the specific perspective. Scroll down until you find the strategic goal where you want to add a condition.
4. Click on "Add condition". You will find this button at the bottom of the strategic goal in the perspective. Note that the button may be located below the already existing conditions, if any.
5. Give the condition a name. Once you have clicked on "Add condition", a box opens where you can enter the name of the condition. It is recommended to formulate the name as if the condition already exists, to make it clearer and easier to assess the status of the condition.
Example: If the condition is that "The marketing budget is approved", you can enter this as the name of the condition.
6. Select the way to measure and assess the status of the condition. You will be given different options to measure and assess the status of the condition. Here are some examples:
Objective measure: used when you can measure the condition in an objective way, for example by using a thermometer to check the temperature and finding that it is 18 degrees.
Subjective survey: used when the condition depends on people's perceptions or opinions. For example, you could use a survey where participants rate the temperature as hot, cold or just right.
Expert review: Used when a specific person with expert knowledge assesses the status of the condition according to predefined criteria.
7. Save the condition and create more if desired. If you want to add more conditions directly, you can click on "Save & Create new". This will save the current condition and clear the box so that you can quickly create and formulate another condition.
Example: If you have added the condition "The marketing budget is approved" and want to add another condition like "Key staff is employed", click on "Save & Create new" after naming the first condition.
8. Describe more details about the condition if desired. If you want to provide more detailed information about the condition, you can click on "Save & Describe". This will take you to the feed where you can edit and add additional information about the condition.
Example: If you want to provide more information on why it is important that the marketing budget is approved, click on "Save & Describe" to get to the condition flow and add details.
The 'condition' tab
The "condition" tab is the first tab. Here you can enter the name of your condition and provide a more detailed description of why you are creating this condition and why it is important to achieve it.
When describing why the condition is important, it is good to relate it to the strategic goals to which the condition belongs. The clearer and more concrete you can be in your description, the better.
The next step is to indicate which unit is responsible for fulfilling and maintaining the condition. This means choosing the manager or the department that will have the overall responsibility for driving the work of the condition. It is important to note that the person chosen as the responsible manager of the selected unit will be directly responsible for the fulfilment and maintenance of the condition.
Finally, choose how often you want to follow up on the status of the condition. This means that you decide how often to report on results and progress. It could be weekly, monthly or quarterly, depending on how quickly you want to get feedback and adjust your strategy if necessary.
Once you have filled in all the information, click "Next" to proceed to the next step.
The 'How we measure success' tab
The next tab, 'How we measure success', gives you the opportunity to describe the details of your metric, survey or expert judgement.
If you have chosen to measure your condition with a metric, follow the instructions in the section "Measuring with a metric".
If you have chosen to measure your condition with a survey, please follow the instructions in the section "Measuring with a survey".
If you have chosen to measure your condition with an expert judgement, follow the instructions in the section "Measuring with an expert judgement".
After you have defined the details of how you want to assess the condition status, you can click on "Next" to proceed to the next step.
The "Our development over time" tab
In the tab "Our development over time" you can enter historical data for the selected condition. Follow the instructions below to correctly enter historical outcomes.
If you have not previously measured this condition, select "No, no historical data available" and enter the last known outcome for the condition. Then click on "Next".
Enter the result for each period in the table.
Example: If you have measured sales every month, fill in the sales volume for each month in the table.
Copy and paste the result from another source.
Example: If you have sales data in an Excel or Google Sheets file, copy and paste the sales volume from the file into the table.
Upload the data using the "Upload file" sub-tab.
Follow the instructions under this sub-tab to upload a file with historical data.
Once you have entered the historical data or latest outcome, go to the "Preview" sub-tab to see a graph of the historical outcomes you have entered or uploaded.
Example: In the preview tab, you can see a line graph showing the sales volume over time based on the historical outcomes you have entered.
When you have finished entering historical data or the latest outcome, click "Next" to proceed to the next step.
The "Define the criteria" tab
In the last tab, "Define the criteria", you can specify the criteria that determine whether the traffic light for a condition is displayed as green, yellow or red. When monitoring and measuring the status of a condition, you will receive either a numerical value from an objective measurement or a result from a survey. If you choose to use an expert opinion to assess the status of a condition, you will not have a numerical value as a result. Instead, you must instruct the designated expert on what criteria to use to determine the colour of the traffic light.
On the other hand, if you choose to measure the status of a condition using an objective measure or the result of a survey, you can decide here in "Define the criteria" which criteria will be used to determine whether the result will be displayed as green, yellow or red.
You have two fields where you can enter the criteria:
The value that makes the traffic light appear red: Here you enter the numerical value or result from a survey that will result in the traffic light appearing red. For example, you can specify that if the measurement value for a condition is lower than 50, the traffic light will be red.
The value that causes the traffic light to be displayed as green: Here you specify the numerical value or result from a survey that will result in the traffic light being displayed as green. For example, you can specify that if the measurement value for a condition is higher than 80, the traffic light will be green.
If the value of a condition is between the red and green values, the traffic light will be yellow.
It is important to note that condition do not have a variable ambition level like the strategic goal. Instead, the ambition level of the condition is that the status should be "green", which means that the condition is fulfilled and there are no obstacles to achieving the strategic goal. If a condition has a status other than 'green', it indicates that there is an obstacle or challenge that needs to be addressed in order to achieve the goal.
When you are done with the criteria for a condition, you are also done with describing all the details of the condition. Click "Next" to finish editing the condition and go back to the perspective page.