Your short and long term goals. See pages where the term medium-term goals is mentioned

Due to the fact that strategic goals are long-term in nature, their achievement requires constant monitoring and analysis of their implementation.

What periods should be set for monitoring the achievement of the company's strategic goals?

Usually, the desired results of the company's activities in the future are described using three types of norms - long-term, medium-term and short-term. Long-term goals set the desired goals for the long-term development of the company in the interval of 3-5 years or more, depending on the dynamism of the business in which the company operates. These long-term goals are then broken down into medium-term goals at intervals of 2-3 years. Information about the achievement of medium-term goals is the result of an analysis of short-term performance. For each of the indicated time periods, it is necessary to establish activity norms. However, in practice, companies do not always do this.

We know that the achievement of any goal begins with the first steps towards a given goal. This is how intermediate short-term goals for the year are set for each indicator in the balanced scorecard. They represent quantitative norms for each of the indicators and allow you to measure success in achieving the goals of the medium and long term. These goals serve as a kind of leading indicators, providing timely information about the achievement of the desired state in the medium and long term. These norms are often used as short-term indicators for the year. But the most convenient format for using such norms to achieve goals is their quarterly breakdown in accordance with the frequency of reporting on the performance of the company. Setting quarterly benchmarks allows us to use actual results to make decisions because we can compare actual results with the plan. It also allows you to more tightly "keep your finger on the pulse" of the company, and not be surprised to find out in a year that the specified goals have not been achieved even in a distant approximation.

When setting long-term, medium-term and short-term norms, the following should be taken into account:

Long term goals and norms must necessarily be supported by an organizational support system. This long-term support should be both at the level of the motivation system and the management system. If the system of motivation (remuneration) is focused on a short-term result - profit in the current year, then such a short-term goal will come into conflict with the goals of long-term development. A motivation system is needed that balances long-term and short-term results.
Medium term goals must be realistic. While long-term goals are meant to shake up a company, medium-term goals need to be realistic and achievable. Otherwise, if the goal is not based on reality, it will demotivate the company's employees. For example, it is not necessary to set goals for doubling profits in half a year, or tripling turnover in a year. These goals are unlikely to be achievable. In order for goals to be achievable, they must find a balance between motivation and achievability.
Starting Goals- should become additional norms of activity. This means that the established norms should improve the existing indicator by some achievable percentage. For example, to reduce unit costs by 10% compared to last year. Increase sales profitability by 5%. It is important to remember that these goals must be difficult but achievable. Also, each goal should be determined on the basis of a program of measures to improve this indicator, and not by simply adding (subtracting) some percentage from the previous year's norm.

Not every indicator in the BSC can have a big difficult goal in the long run. Otherwise, this would lead to dispersion of the company's priorities. However, it is necessary to develop strenuous norms for each indicator. The BSC should include additional norms and for each of the indicators it is necessary to determine what the company wants to achieve in three years, five years and what additional results will help in this. The cause-and-effect relationships that are indicated in the strategy map, as well as the expected degree of interaction of indicators, will help to develop norms, which in turn will help the company achieve significant improvement in results.

For example, a company has set itself the goal of increasing its return on equity by 25% over the next three years. This goal may seem impossible at first glance. However, after analyzing the leading and lagging indicators in all four components of the BSC, we can conclude that it is possible to successfully achieve this goal. Now it is necessary to determine the necessary set of norms and measures that will help turn plans into reality. Knowing the norms for each of the company's indicators, it is possible to determine the optimal combination of events that will lead to the implementation of the specified financial result.

The definition of a person's life goals is one of the main conditions for achieving success. Moreover, it is important not only to set goals, but also to think often that you are able to achieve them and that you will achieve them.

Do not think about obstacles on the way to the goal and imagine ominous darkness. Concentrate on the fact that achieving each goal you set can dramatically improve your life. The more you think about how your goals will change your life for the better, the stronger will be the desire to achieve them. A natural desire for concrete action will wake up in you.

If a goal inspires you, then you will begin to act towards its achievement anyway. It doesn't matter how much time you have to implement it, because you enjoy the path itself and the fact that you feel more and more satisfied with yourself. Such a state encourages you to act actively, so your level of productivity will only increase.

If you are having difficulty choosing life goals, you can use examples of other people's goals from the list of 100 human life goals.

Read also the article by Gestalt therapist Sergei Smirnov: "" (ed. note)

100 life goals

Personal goals:

Find your life's work;
Become a recognized expert in your field;
Stop drinking and smoking;
Make many friends and acquaintances around the world;
Learn to speak fluently in 3 languages other than your native;
Become a vegetarian
Find 1000 followers of your business/blog;
Wake up every day at 5 am;
Read a book a week;
Travel all around the world.

Family Goals:

Start a family;
Make your spouse happy;
give birth to children;
To raise children as worthy members of society;
To educate children;
Play the wedding of children;
Celebrate your own silver wedding;
babysit grandchildren;
Celebrate a golden wedding;
Get together for the holidays with the whole family.

Financial Goals:

Live without debts and loans;
Organize passive sources of income;
Receive monthly cumulative stable high income;
Every year increase savings by 1.5-2 times;
Own real estate on the seashore;
Build a dream house;
Cottage in the forest;
Each member of the family has a car;
Leave a solid legacy to your children;
Help those in need regularly.

Sports goals:

Get in shape;
Run a marathon;
Do the splits;
go diving;
Learn to surf
Jump with a parachute;
Comprehend the martial art;
Learn to ride;
Learn to play golf
Do yoga.

Spiritual Goals:

Learn the art of meditation;
Read the 100 best books of world literature;
Read 100 books on personal development;
Regularly engage in charity work and volunteering;
Achieve spiritual harmony and wisdom;
Strengthen your will;
Learn to enjoy every day;
Experience and express gratitude every day;
Learn to achieve your goals
Do charity work;

Creative Goals:

Learn to play on guitar;
Learn to draw;
To write a book;
Make blog entries every day;
Design the interior of the apartment to your liking;
Make a useful thing with your own hands;
Make your website;
Learn public oratory and not experience stage fright;
Learn to dance and dance at parties;
Learn to cook delicious food.

Travel purpose:

Travel around the cities of Italy;
Relax in Spain
Travel to Costa Rica;
Visit Antarctica;
Spend a month in the taiga;
Live 3 months in America;
Go on a road trip around Europe;
Leave for the winter in Thailand;
Go on a yoga tour to India;
Travel around the world on a cruise ship;

Adventure Goals:

Play at a casino in Las Vegas;
Fly in a hot air balloon;
Take a ride in a helicopter;
Explore the ocean in a submarine;
Go on a kayaking trip;
Spend a month in a tent camp as a savage;
Swim with dolphins;
Visit medieval castles around the world;
Eat mushrooms from shamans in Mexico;
Go for a week to a trance music festival in the forest;

Other purposes:

Send your parents on vacation abroad;
Meet personally with a famous person whom you admire;
Live every day like it's your last;
Organize a positive flash mob in the center of Moscow;
Get a second or third higher education;
Forgive the offense to everyone;
To visit the holy land;
Meet new people every week;
Spend a month without the Internet;
Acquire cosmic consciousness.
Find a mentor;
Change someone else's life for the better;
See the northern lights;
Grow a tree;
Climb to the top of the mountain;
Overcome your main fear;
Build new healthy habits;
Ride the roller coaster;
Take part in a costumed masquerade in another country;
Become a mentor to someone.

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planning horizon from one to five years.

According to the time period of action, long-term (more than a year) and short-term (less than one year) goals are distinguished. Long-term goals show managers what action can be taken now in order to achieve the intended long-term result, and encourage them to assess the impact of today's decisions on the long-term result. The advantage of short-term goals is the detailing of immediate immediate results that need to be achieved; determining the speed of the organization along the previously designated path; specifying on the path to achieving the final designated result (i.e., long-term goals). Sometimes intermediate medium-term goals are set between long-term and short-term goals.

Specific goals are developed in the framework of general goals for the main activities of the organization and for its divisions or subsidiaries. They are in the nature of subgoals and form a systemic relationship between the overall goal and the internal elements of the organization goals tasks personnel technology organizational structure, as well as the relationship between the organization and the external environment goals input resources performance results scientific and technological progress sociocultural impact competition legislation and political impact. Goals are also divided by the time they are achieved into short-term, medium-term and long-term. Short-term goals are goals that can be achieved within a year; medium-term goals - from one to five years; long-term goals - over five years.

Assessment of the state of the firm provides important information about the threats and positive opportunities of the environment and the strengths and weaknesses of the firm itself. Based on the results of the analysis, long-term and medium-term goals are formulated, the most important of them are determined. Priority long-term and medium-term goals are specified in short-term goals containing certain quantitative targets. So, if the long-term goal of the company is to increase profitability, then one of the short-term goals may be to reduce costs by 5% during the year.

Compatibility of goals means that short- and medium-term goals do not contradict long-term ones and, accordingly, their marketing policy and business policy in general (for example, development and growth goals should not contradict the current and prospective profitability of the company).

Under the organization's strategy is understood the setting of long-term and medium-term goals and the choice of options for their possible implementation, taking into account the stated mission of the organization, various restrictions and stages of implementation. In market conditions, the general goal of the organization, as a rule, is the economic goal - making a profit. Thanks to the developed strategy, at the stage of its implementation, it is possible to maintain a single direction of action for the entire team of the organization.

Worker productivity can be greatly increased by setting short- and medium-term goals and objectives, which should always be quantifiable. This will make it possible to evaluate results objectively, not subjectively, remove any accusations of bias or bias in evaluating performance, and allow employees to independently monitor the performance of their tasks.

The first principle is building by time intervals, when the main one is the global long-term goal, which determines other long-term goals, and they, in turn, determine medium-term goals, which then determine short-term goals.

The budget estimates of the first year following the budget year are “shifted” to the next year and become the basis for the formation of the budget for the coming year. The focus of the subsequent budget preparation process is not so much on the level of spending per se, but on how spending needs to be adjusted to align the budget with the medium-term goals of the government's fiscal strategy and with political priorities. Unless the Cabinet decides to increase spending, line ministries are forced to seek funding for new programs or to expand old ones within their budgets, which are determined by the basic spending plan.

Purpose statement. After analyzing the list, including what you would like to become, what to get, what to have, what to do, choose one thing that you want to accomplish the most - in the next few days or weeks, if the goal is short-term, from a few weeks to year, if the goal is medium-term, next year or later - with a long-term goal. When you analyze your wish list, you may very well find that everything written down will actually take more than a year to complete. How to pick a short- or medium-term goal off the list. For example, you have written down that you would like to lose 100 pounds of weight, but you hardly admit that this can be done in less than a year. If so, your goal may represent a milestone on the path to an end result. Let's say 50 pounds. And you will set 100 pounds as a long-term goal. Another example . If you wrote down that you want to get a degree, but currently only have a high school diploma, your medium-term goal would be a college term or semester.

While the pace of tariff adjustments has recently appeared to be in line with the medium-term goals of housing and communal services reform, there is a risk that this tariff increase has not been accompanied by appropriate institutional changes in the industry. Without additional institutional reforms, the growth of tariffs and costs in the industry may become excessive. In this respect, the current weakness of municipal regulators is of particular concern. If left unaddressed, this weakness could lead to unreasonable increases in local utility tariffs, especially in the areas of water supply and district heating. In addition, without institutional reforms, it is difficult to expect industry players to be able to implement any non-trivial methods of increasing efficiency.

The approach used in Canada is very close to that used in England. The Canadian Government's Expenditure Management System promotes fiscal discipline and helps the federal government achieve its fiscal policy objectives. In the Canadian approach to multi-year budget planning, the Treasury Board determines the medium-term objectives of the fiscal strategy, as well as ministerial spending limits for the multi-year period. Within these limits, functional ministries develop so-called multi-year business plans covering a three-year period. Ministerial business plans in the Canadian approach specify the strategy of the relevant ministry or department, activities and expenditures for the coming period, and they also contain definitions of indicators by which the ministry intends to measure the results of the implementation of certain programs and their effectiveness (i.e. measure, how efficiently the funds are spent). Within the limits set by the Treasury Board, the ministries themselves determine their priorities and allocate resources in such a way as to ensure that the highest priority programs are funded. Ministries' business plans are included in the federal budget document.

Medium-term forecasting models differ significantly from short-term models because medium-term models must be able to capture the relationship between financial policy (financial decisions) and macroeconomic conditions over the medium term. Medium-term models for revenue forecasting (2-4 years ahead) provide management with strategic information about available financial resources. Such forecasts are the first serious step towards creating the infrastructure for making sound decisions necessary to achieve the medium-term goals of territorial administrations.

The medium-term goal is to become a leader firm, able to achieve a leading position among competing enterprises in the domestic market and begin to compete in the external market.

A significant degree of independence of the Central Bank is due to its tasks, which in any country are usually defined as maintaining monetary and foreign exchange stability in order to ensure anti-inflationary economic growth. The government is concerned, first of all, with short-term and medium-term goals, the approaching of the next elections (which sometimes contradicts the long-term interests of the entire state). A relatively independent Central Bank in such a situation should act as a kind of counterbalance.

Based on the example considered in this section, the results of prioritization may look like the following main (long-term) goal - to become the head of the marketing department of a company (not a branch) and work as the second in the middle-term goals 1) successfully graduate from a university in 3 years 2) solve health problems and in third place 1) increase in sales of brand X by 25% 2) construction of a dacha.

Below the list of medium-term goals, list as many short-term goals as you can—smaller steps that you will take in relatively short periods of time.

Change the composition of your pyramid of goals in accordance with the progress in the educational process in the course of events, you can choose a completely different path, a different career. Medium-term goals may also change if you find other ways to achieve the end result. Short-term goals will change without fail and constantly, perhaps even every day.

Medium-term goals of the enterprise

Formation and implementation of the goals and objectives of the enterprise (manufacturer and exporter) for each individual market (market segment) and each product for a certain period of time (long-term, medium-term) to carry out production and commercial activities in full accordance with the market situation and the capabilities of the enterprise. The marketing strategy is developed on the basis of research and forecasting of the commodity market, the study of goods, buyers, competitors and other elements of the market economy.

As the economy entered a low growth period, companies began to notice that if planning was purely rational, it became too defensive, and something constructive was needed to take advantage of new opportunities. This concern is expressed by the growth of A (2) and B (3) in Table. 9.2 for 1979. Many successful companies have chosen 5-10 key strategies and formed their long-term development policy around them. At the same time, they adopted medium-term plans to bring the strategies together and link the allocation of resources. Long-term strategies were developed at headquarters in a top-down or interactive way.

ORIENTATION OF GOALS IN TIME. The specific forecast horizon is another characteristic of effective goals. It should specify not only exactly what the organization wants to accomplish, but also, in general, when the result is to be achieved. Goals are usually set for long or short time periods. The long-term goal, according to Steiner, has a planning horizon of approximately five years, sometimes longer for technologically advanced firms. The short-term goal in most cases represents one of the plans of the organization, which should be completed within a year. Medium-term goals have a planning horizon of one to five years.

Long-term goals are usually very broad. The organization formulates them first. Medium and short term goals are then developed to ensure long term goals. Usually, the closer the planning horizon of a goal, the narrower its scope. For example, a long-term productivity goal might be to increase overall productivity by 25% in five years. Accordingly, management will set medium-term goals

Distinguish between long-term and short-term goals. This division is based on the time period associated with the duration of the production cycle. Long-term goals, the achievement of which is expected by the end of the production cycle. The division into short-term and long-term goals is of fundamental importance, since these goals differ in content. This difference lies in the fact that short-term goals are characterized by a much greater specification and detail in such matters as who, what and when should be performed than for long-term ones. There are situations when it becomes necessary to establish medium-term goals between long-term and short-term goals.

The objectives of the enterprise are divided into economic and non-economic. Non-economic goals are, for example, improving working conditions, shaping the image of an enterprise, etc. Economic goals are expressed in terms of economic activity and are divided into quantitative (for example, increasing income) and qualitative (for example, achieving technological superiority).

For the successful functioning and development of the enterprise, the goals can be grouped into the most important groups.

Material goals (goals of achieving certain material results). These include the future product and market program of the enterprise, which is often referred to simply as the “product program”. Material goals can also have a cost expression.

Material goals are achieved through the implementation of certain activities, called action goals. (Goals-actions are special events with the help of which the goals necessary for the successful functioning and development of the enterprise are achieved without attracting resources.)

Cost (monetary) goals. These include expected future financial results. These may be, for example, the value of capital, estimated and book profits, or individual components of these financial results, such as receipts and payments, sales revenue, costs, income and expenses. These goals include the level of liquidity necessary for the existence of the enterprise and the components of liquidity (availability of working capital, receipts and payments of cash). Cost goals can be characterized by absolute and relative indicators, such as annual profit and profitability.

Cost goals are realized only through the achievement of material goals and action goals.

social goals. These are the so-called humanitarian goals - the desired future relationships between people both at the enterprise itself and with the public outside the enterprise. Social goals determine the model of behavior in relation to personnel, individuals and social groups in the subsystems of the enterprise itself and in the external environment. Part of this behavior is enshrined in law. Social goals can be both monetary and non-monetary. For example, the level of income of the staff, interesting work, the culture of the enterprise, identification of employees with the enterprise and its goals, the image of the enterprise, environmental protection, etc.

Social goals are achieved through the implementation of material, cost goals and other goals-actions.

Enterprises currently operate in conditions of constant changes in the external and internal environment. Therefore, for them, such properties of the enterprise as flexibility and adaptability become very important, which should be considered as special goals lying on a different plane of consideration.

The enterprise must necessarily find out whether all primary goals can be achieved directly as action goals or whether this requires prior special targeted activities using resources.

In terms of scale, extreme and level goals can be distinguished.

From the point of view of the time horizon, there are goals that are achieved at a certain moment (point goals), and goals that are valid for a certain period (trajectory goals).

In a competitive economy, all goals can also be characterized in comparison with the goals of competing enterprises as goals that provide competitive advantages.

The content, scale and time horizon of the top-level goals are determined mainly by the interests of the top management of the enterprise. Of particular importance is their vision of the future, which was discussed above. This is a concentrated expression of the desired state of the enterprise in the future, i.e. the meaning of its existence, the highest goals and the level of claims. The vision is further detailed in the so-called target picture of the enterprise, as well as in the principles of the enterprise and the principles of its management. Higher goals, vision, target picture, enterprise principles and management principles form the subject of enterprise policy.

In addition to the above goals, which are directly important for the success of the enterprise, it must also have higher goals.

The highest goals of the enterprise include vital, cardinal restrictions (conditions) determined by legislation and public opinion, for example:

protection and improvement of the environment;
· application of progressive (innovative), but not harmful to the environment technologies;
· Preservation of the socio-market economic system for a competitive economy;
Ensuring a free democratic social order. The main goal of any enterprise is successful functioning and development. This requires compliance with all or most of the external conditions, which in practice means some voluntary restrictions.

Managers and owners of an enterprise should be aware that society requires them to take responsibility for planned and actually performed actions in order to trust and promote enterprises in turn.

Links between goals. In an enterprise, goals can be interconnected in different ways. There are vertical and horizontal links between goals. Vertical links between goals are presented in the form of objective subordination of goals of different levels (correlation between goals and means). A lower level goal is a means to a higher level goal. Vertical links allow you to form a hierarchy of goals in the form of a tree of goals.

The horizontal division of goals into main and additional ones is based on the subjective assessments of decision makers. Both horizontally and vertically, there may be additional links between goals, due to the area of making appropriate decisions. Goals can be in relation to one another in a state of complementarity, identity, neutrality, competition and contradiction. Only if the manager knows the specific decision situation, he can establish the nature of the links between the goals.

Managers must be able to transform the highest goals of the enterprise into operational subgoals-tasks for performers, on the basis of which programs (goals-actions, task complexes) are then formed. The disaggregation of goals should be carried out at all levels in accordance with the current organizational structure of the enterprise. The totality of the goals of the enterprise and their relationships forms the structure of the goals of the enterprise, which can be represented as a tree of goals

Motivation, planning, goal setting - these words have firmly entered the lexicon of a modern person focused on success. It has long been no secret that planning for the future helps to live the present, gives life form and meaning, trains the will, allows you to live as you want, and not someone else. To effectively plan your life time, life coaches recommend setting not one goal, but several specific goals, and the more the better. It is very useful to have a long list of goals, grouped by deadlines, priorities and aspects of life.

The common idea of 50 human vital goals is a win-win for the following reasons: First, 50 goals are enough to cover a long period of time. Secondly, fifty is not such a large number, so the goals become accessible, real, and do not subjugate the whole life. A list of, say, 300 goals would be more difficult to implement psychologically: such a number of goals will one day simply hang over the psyche with an unfulfilled burden. Fifty is quite possible to implement, and even allocate a year of active life for each of the goals.

Here is an example of a list of goals distributed by life directions.

Health

Treat all teeth
Quit smoking
Buy a gym membership
Get rid of the fear of heights
Get up at 6 am every day

Friends and environment

Go out once a week
Make a personal calendar of birthdays for friends and their children
Meet people who share your hobby
Send all long-scheduled emails
Arrange a class reunion

Family and relationships

Go on a romantic getaway with wife/husband without kids
call grandma
Make a family photo shoot with the kids
Get a dog
Gather several generations of the family for a family holiday

Career and business

Get a raise
Find a source of additional income
Increase the number of customers by 50 percent.
Delegate part of the authority to employees
Take a refresher course in your field

Finance and wellbeing

Double your annual income
Pay off debts
Cut down on unnecessary items
Reach the level of net income of 5 million rubles per year
Create an additional passive source of income

Personal growth

Learn French
Quit smoking
Get a driving license
Learn new directions in your work
Study new sales literature

Creation

Take a calligraphy class
take up dancing
Get back in shape on the violin
To write a book
Learn new exotic cuisine recipes

Spirituality

Be honest with yourself
Read Plato's dialogues
Familiarize yourself with the postulates and differences of world religions
Understand your purpose
Go on a pilgrimage

Impression

Visit Machu Picchu
Go to the Rembrandt exhibition
Visit friends abroad
Swim in the Volga
Ride on an elephant

deep

Forgive offenders
Learn to live in a "mode of being"
To mature
Stop fooling yourself
Be happy

Be happy,

Your Mitravat

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