© 2012 – 2013 by Ruud Smets. All rights reserved.

No part of this document may be reproduced or transmitted in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise, without mentioning the author's name and official publishing date.

Goals and Objectives – Smets Pyramid

Values - Mission - Vision - Strategy – Stratagem

The following approach on goals and objectives for a business/project/… starts from a basis

of an unconventional five layered pyramid – values, mission, vision, strategy, stratagem.

The choice for a unconventional five layered pyramid, is for its clearer view on the subject.

To situate the research, making and first use of the alternated pyramid we need to look at a

project (Belgian-Qatari) I did in 2012. For this project I specially alternated the pyramid from

the conventional ‘mission-vision-strategy-pyramid’ to an – in my opinion – improved five

layered pyramid.

The following paper will elucidate the five layered pyramid, at the end an example will be

given of a goals and objectives setup.

This view on the goals and objectives can be easily extracted for use in other businesses or

projects, because it is a clearer and more specific view on the subject.

The goals and objectives as constituted in the five layered pyramid finds its origin in Henry

Mintzberg’s book, The Rise and Fall of Strategic Planning, where he subscribes to a more

informal form of strategic planning with actual strategic goals and objectives instead of

abstract statements.

First of all, when doing a project – not setting up a business - the project is inevitably

associated with the company – companies on which to project has its direct effect, therefore

some of the points can be transferred from the general ordinary company’s mission-vision-

strategy statement.

Secondly, the pyramid represents the strategic planning linked directly to the short and long

term goals and objectives.

Lastly, every layer of the pyramid can be marked with a certain period of time in which the

cited points have to be handled, or will or can be achieved.

© 2012 – 2013 by Ruud Smets. All rights reserved.

No part of this document may be reproduced or transmitted in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise, without mentioning the author's name and official publishing date.

The pyramids top are the values, these values are a standard to which a business revolves

and these are not limited in time, therefore they are timeless.

The underlying building blocks - mission, vision, strategy, stratagem - can and/or will be

limited in time depending on the choice of the management or the original value or the

value given to the cited point at a certain moment in time. The moment on which a point

will be shifted in time we call the revival, in this case meaning that a certain point is shifted

for a reason, i.e. losses or necessary expansion, new investments, etc. , this in order to revive

the business within the given time parameter. Another option, instead of revival, can be

creating a new setup for the pyramid, set with new time boundaries.

The time parameters given to each layer are specific for a certain market and are based on

the estimated progress of the market.

In general we take a 2 to 5 year period for the ‘strategy’ points to be completed.

We give the ‘vision’ points 5 to 15 years to unfold. The vision is what will be achieved if the

projects mission is successful.

The ‘mission’ is a long term view for the project and foresees a 20 year period. After which a

new, whether or not, conventional mission-vision-strategy statement can be written for the

next period.

The not yet cited, ‘stratagem’, forms the bases of the pyramid and represents the start of

the project. This is the outlook for the first year. A stratagem, is a plan or scheme, especially

one used to outwit an opponent or achieve an end1. This word is now used for its new

unconventional embodiment of gaining/taking the first market shares in the first year of the

setup. A non-Pareto-efficiency2 between you and your competitor can and will be engaged in

this stage.

The given time parameters are an estimate, this estimate can only become reality when all

conditions of all variable factors are perfect, it is not always yours to manipulate these.

While certain repetitive patterns, such as seasons, may be predictable, the forecasting of

discontinuities, such as technological innovation or a price increase, is virtually impossible3.

1 Oxford Dictionaries, Oxford University Press, 2012, http://www.oxforddictionaries.com/

2 Pareto-efficiency: The construct in which an entity is better off, without another not being worst off.

3 Henry Mintzberg, The Rise and Fall of Strategic Planning, 1994, Free Press and Prentice Hall International

© 2012 – 2013 by Ruud Smets. All rights reserved.

No part of this document may be reproduced or transmitted in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise, without mentioning the author's name and official publishing date.

Before we go on to the actual strategic planning pyramid, one remark, to paraphrase

sociologist Philip Selznick, strategies take on value only as committed people infuse them

with energy4.

4 Philip Selznick, Leadership in Administration: A Sociological Interpretation, 1957, Harper & Row

Values

Mission

Vision

Strategy

Stratagem

© 2012 – 2013 by Ruud Smets. All rights reserved.

No part of this document may be reproduced or transmitted in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise, without mentioning the author's name and official publishing date.

1.1.1 Values

The values; the behavioral science behind. This is what the company and project propagates;

the heart and mind.

Examples:

Quality: Services and products of the best.

Innovation: Innovating never stops.

Efficiency: The shortest route to the goal.

Effectiveness: Getting the right things done.

Resourcefulness: Think what no man has thought before.

Collaboration: Work as one team on one goal.

Commitment: Passion in heart and mind.

Risk Taking: To eat an egg, you must break the shell.

Safety: Food safety and worker safety; the best insurance.

1.1.2 Mission

The mission gives the goal and purpose for the project, a goal that can be achieved by its

values, vision and strategy, on the long run.

Examples:

The company will become the biggest Belgian freight forwarder of high quality

European perishable goods to Qatar.

1.1.3 Vision

The vision, is what will be achieved if the projects mission is successful.

Examples:

Sustainability: A sustainable logistic chain.

Portfolio: A high quality service and product portfolio.

Partners: A wide network of suppliers, distributors and customers.

Environment: An optimal environment for partners, producers and personnel.

1.1.4 Strategy

The strategic choices are made for the short term future, the first goals to get in 2 to 5 years.

Examples:

Customers: Build up sustainable customers relations.

Partners: Follow up and support of partners and producers.

Quality: Control and improve logistic chain.

© 2012 – 2013 by Ruud Smets. All rights reserved.

No part of this document may be reproduced or transmitted in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise, without mentioning the author's name and official publishing date.

1.1.5 Stratagem

Stratagem, the steps to be taken in about 12 months, the most important moment of obtain

confidence in the market.

Examples:

Partners: Follow up and support of partners and producers.

Product (sell): Research product needs on market(Qatar).

Product (buy): Search quality products on market(Belgium).

Customers: Build up customers relations.

Management: Assemble management team.