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Strategy Development > Strategy Direction Setting > Tasks

Defining strategic aims and objectives

As the desired state of the future is described in the vision, strategic aims and objectives are needed to define those things that need to be achieved in order to bring it about. A small number of broad aims need to be supported by a range of more specific objectives defined over the short, medium and long term.

At this stage the primary concern is 'what' needs to be achieved rather than 'how' - which will be more fully addressed through policy design - however some broad appreciation of the policy packages that might deliver each objective will help to ensure that realistic objectives are set. In addition, some sense of the likely level of support for each idea will provide an indication of its chances of success. In summary, it is important to set objectives that are:

• Suitable - addressing key issues and able to deliver desired outcomes
• Feasible - achievable with potential organisational and system resources
• Acceptable - with the support of those with the authority and influence to legitimise action.

The process of defining alternative aims and objectives will highlight the choices and trade-offs that will need to be made. These will need to be considered together with the emerging vision, to select those that best describe and are able to deliver the desired future.

Generating Alternatives

In addition to a structured consideration of the problem, the evidence and stakeholder perspectives as discussed in Articulating a vision, a creative approach to generating possible alternative objectives may be helpful. For example, brainstorming potential objectives in terms of radical, medium and cautious change may help to generate fresh insights. Scenarios can also be a useful tool to help identify potential opportunities and envisage preferred futures. A range of alternative objectives should be sought over the short, medium and long term as milestones towards the desired future expressed in the vision.

Selecting Objectives

The crystallisation of strategic direction occurs with the selection of the preferred set of aims and objectives. The alternatives should be subject to scrutiny with regards to their suitability, feasibility and acceptability. It may be beneficial to have a two-stage selection process, allowing alternatives short-listed to be worked up in more detail before the final selection is made.

Involving stakeholders in the generation and selection of alternative objectives will help to ensure buy-in to the resulting strategic direction, reducing the risk of dissent in the longer-term.

Useful links:

> creativity techniques

> developing scenarios