The difference between objectives and management objectives

Dear Bob …

I’ve recently started a new job where my primary role is to write an information management framework for the organization. This framework will eventually be adopted at a fairly high level as a strategy document by a branch head.

My problem is that I’ve never had to write strategy documents (as compared to process or procedure documents) before. I asked my immediate boss to review a draft and their response was “this is all very good, but I need you to write the management objectives of the framework”.

It actually took me a while to grasp the problem. After all, my document outlined: (a) objectives of the framework; (b) expected benefits to the company; and (c) an outline of the steps I felt were required to get from A (where we are now) to B (where we are going).

What else could a manager need?

But eventually, I figured out that I was being asked how this framework would help the manager manage better, not what effects an implementation would have on the company.

You see, I’ve always found statements like “the framework sets a contextual background for information management in the company including an assessment of the relevant internal and external drivers” to be hopelessly waffly and vague. But apparently in manager-land this helps them make good decisions!

So my question is – what advice can you give on dealing with senior management? What’s important to them? What isn’t? How can I change my implementation-driven mindset to think more strategically?

– Tacticus

Dear Tacticus …

Without having a chance to discuss the matter with your company’s management team it’s hard to give advice you can rely on. Failing that, I guess I’ll have to fall back on glittering generalities.

Oh, wait … that’s what’s frustrating you in the first place. Okay, specifics it is, so long as you understand that this is based as much on guesswork as anything else.

There’s a difference between objectives as they’re usually stated and business objectives. I use a different vocabulary, by the way: If you’ve read Bare Bones Project Management you’ll recognize it – I use “Objective” and “Goals” to try to prevent confusion.

I’m guessing that what your executives are calling a business objective is the same thing I call an objective, and it’s the point of it all, described from the perspective of business benefit. So if what’s being proposed is a so-called CRM system (customer relationship management) the [business] objective might be to increase revenue and decrease the cost of sales.

What I suspect you’re calling “objectives” is what I’d call “goals” – the changes that will occur that will result in the benefits described as the objective. For the CRM effort, the goals might include designing a new sales process, selecting, configuring and implementing software that will support the process, developing and delivering a sales training program, and so on.

It’s the difference between describing what will actually happen (goals) and what the business will achieve as a result (objective).

It is, of course, just as possible that the problem is quite different – that you committed a sin that’s unforgiveable in some businesses. That is to describe the purpose of an effort in terms that are sufficiently precise that everyone can tell afterward whether the effort was successful or not.

There’s a type of dysfunctional company – where everyone “hides behind the herd” – where knowing whether you’ve succeeded or failed is that last thing anyone would want to do.

– Bob

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