Conclusion: Executives trying to put ambitious and commendable goals in place may not appreciate the clarification that they may see as downgrading their original goal. When IT is asked to provide systems to support ambitious goals, the executive team needs to make sure the costs are understood and any ramifications that may result in significant changes or investment in IT solutions to support the goals are clearly identified and costed.

Having corporate goals or strategies as a focus to help employees know what is to be achieved is commendable and a proven approach to getting individuals and teams to focus on specific targets or outcomes. But setting the targets too high can come at a cost that is not justified or that may result in a continual investment in trying to achieve something that is beyond the organisation. It can also be unnecessary when the goal only requires the organisation to be delivering better than the nearest competitor, or be providing a unique offering or service that defines the organisation and sets it apart from others in the market.

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Peter Hall

About The Advisor

Peter Hall

Peter Hall was an IBRS advisor between 2016 and 2020 who covered enterprise infrastructure, management, managing vendor and customer relationships, vendor capabilities and vendor offerings. Peter is also experienced in Start-Up’s and Mergers and Acquisitions. Peter has over 37 years of experience working in the IT sector in ANZ and Asia Pacific, gaining invaluable insights into vendor offerings and strategies, relationship management, and channel strategies. Peter’s an experienced executive having worked for Hewlett-Packard, Blade Network Technologies (acquired by IBM in 2010), IBM and Lenovo. Peter is also an accredited Tony Buzan Licensed Instructor in Mind Mapping.