EXCPR™: SETTING OBJECTIVES

SETTING OBJECTIVES

The process of achieving strategic objectives in institutions depends on three main themes: deep faith in the goal, and knowing the implications of not reaching it. Then comes the second phase of preparing and achieving the goal, which depends on the awareness of the best and shortest ways to achieve those goals at the lowest overhead costs, which is one of the most critical stages related to competition. The third and complementary phase of the previous two phases, which is based on translating those visions and business strategy into standard indicators that are easy to understand and deal with according to the timetable. Recognizing the role of the community in the development of enterprises in order to reap more positive results, EXCPR Co. has launched this business initiative to achieve maximum value added, related to the planning sector. Also the process of achieving goals is an important milestone in the institutional work cycle, if the principle of working with high competitiveness cannot be achieved without precisely setting the goals, and moving forward towards amplifying its size and thus achieving growth in business. Choosing the best goals accurately will continuously develop the institutional process. The following is an explanation of those key stages in the formulation of objectives in institutions.

BELIEVING IN OBJECTIVES

Initially, the executive management of a company must have full faith in the importance of the goal and the additions that will be achieved if it is achieved. These objectives should also be formulated on the basis of the organization's long-standing competition, from which the rest of the secondary objectives will be sourced over the coming years. The risks and obstacles that may affect the work of the institution, which require seeking attention and dealing with it scientifically, is to establish objectives on the basis of them, so that the objectives prepared are one of the tools to address these problems, and thus note the desired development. Examples of the objectives that may contribute to addressing these issues include the issue of the enterprise's market share, the annual sales growth rate relative to the market, the size of expenses relative to revenues, etc.

As for the way this is implemented, as is known, any organization has a mission message that simulates the reason for its creation and existence, so that it can derive from that message the most important objectives that should be the focus of the work through it. Therefore, believing in the selected objectives should include the necessary support for the reason behind the existence of that institution, as the failure of the institution to achieve goals; it will be a milestone for the ineffectiveness of the institution or the performance of the technical department of its work. With a firm belief in the minds of the members of the executive team, the overall picture will be clear towards the organizational structure of the organization, so that additional sections can be created to enhance its ability to achieve competitive goals, and to eliminate some sections whose role will be marginalized in achieving the overall vision of the organization. Thus, other sources of production are preserved.

After the completion of the phase of full faith in the objectives and the selection of the most appropriate ones, it is possible to proceed towards the second stage of achieving the goals, which is the "way of working and implementing.

HOW IT WORKS

The focus of the modus operandi to reach the goals identified in the previous part is an important sign that demonstrates the ability of executive management to follow the best possible means and harness all the possibilities to achieve those desired goals. It may be easy to emulate faith in the goal, but the most difficult part of the goal-to-goal process is to choose the best operational methods to achieve the goal within the shortest distances used. One of the things that helps the company's executive management is to simulate the way competing companies operate in the market, and thus implement them in a manner. Although such methods can be used for start-ups or traditional companies, the market and competition process require stowaways to continuously develop the way of working to achieve the goals in a shorter time, using the least amount of different production sources. The leading companies rely on this type of competition, by investing more in the R&D sector, to achieve the greatest returns in the future. An example of the way to work towards the goal is that the annual targets are broken down into phased targets during the year, contributing at the end of the fiscal year to the overall target. The distribution of these objectives to the business sectors of the organization in its various departments also has a role to play in achieving the ultimate goal. The expertise of accredited consulting firms can also be used to make the best recommendations towards the implementation of the action plan, and thus easy access to the objectives prepared. On the other hand, determining how to compete to achieve the annual objectives is usually at the beginning of the company's fiscal year, which requires it to determine the budget required to carry out those tasks during the year. After selecting the best methods of competition and implementation, the measurement of those objectives can be further measured so as to achieve the wishes of stakeholders, thereby attaining the desired position in the market.

MEASUREMENT

Performance should then be linked to a measurement indicator that facilitates the follow-up of the required growth. The construction of this indicator can be relied upon either by achieving the goal in the past year, or by knowing how competitors work. The challenge must also be present in this aspect, so that it is not impossible to achieve and weaken the team, or it is easy to achieve, so that it is achieved in a few days. The importance of linking the goal-setting system to the organization's annual performance will ensure the long-term continuity and sustainability of the institutional work. There should also be a preliminary indicator at the beginning of the year so that the zero point from which the work begins in an upward direction at the end of the year. In addition, the measurement method should be present and clear to all, such as the volume of sales achieved, the size of the expenses, the market share, the customer satisfaction survey, .. Etc.

The institutional objectives should also be distributed to the different departments responsible for achieving them, in addition to giving them to the employees responsible for their implementation. It should be emphasized the importance of the goal to reach the relevant entity explicitly and clearly, so that it is easier to continue its evaluation continuously. This step is one of the hallmarks of one institution to another in order to achieve the desired goal. It is not enough for the organization to choose its annual objectives accurately, but should have a full awareness of the most important methods and tools to reach the goal. For example, if an enterprise chooses its annual target to "increase the value of the brand in the target market", it must recognize the importance of tight exchange in the marketing and public relations budget.

Finally, many companies are still operating in the traditional way, which may come out of the market at any time, because they do not develop the system of efficiency and competition. The presence of strategic and phased objectives in institutions also has a role in achieving the most important principles of governance, namely, reaching results and meeting the needs of stakeholders, as well as shifting to company's work away from the individual way.