Can you create a company (or department) to fulfill your purpose?

Mar 10 11:00 2005 Mike Hayden Print This Article

I take part in a forum, a sort of Master Mind group ofbusiness people in several countries. In a recentteleconference, a well-known business consultant said, "Small businesses fall apart when it comes to strategy."

This led to a discussion of the difference between strategyand tactics.

I then offered my views on the difference -- and how thatdifference is implemented in my company. Some people saidthat strategy and tactics are the same. Others said,Guest Posting "It'sall semantics -- and who cares anyway!"

Well, semantics is the relationship between words (orsymbols) and their intended meanings. In my company,"tactics" and "strategy" have different but specificmeanings.

Anyway, concurrent with all that, I was reviewing andupdating my own purpose and goals. I noticed that duringmy brainstorming, I was not concerned with either strategyor tactics. I was simply brainstorming my purpose. From myPurpose, I created Goals. That was about it.

But sooner or later, I know that I must create some plans (strategies) to achieve my Purpose and Goals.

And I must take some steps (tactics) to make my strategies happen. So, I drew a diagram showing concentric circles, labeled Purpose, Goals, Strategies, and Tactics. See Diagram at:

OK. Suppose I wanted to organize a company to fulfill thatPurpose and those Goals? Here's an example of how I wouldarrange the company's Org Chart from the top down. (Not allpossible boxes are shown.) See Diagram at:

N0w, here's where the fun begins because there is aphenomenon called inheritance (in my organization), whereeach subordinate inherits one of their manager's TacticalObjectives as his or her Strategic Objective.

In a moment, I will give you a link so you can study how we do that. Meanwhile...

Focus on your Contribution and accelerate achievement of your Purpose.

Let me return to the statement, "Small businesses fall apartwhen it comes to strategy." I would not limit thisphenomenon to small businesses. I have seen huge companieswhere employees don't know the company's purpose, goals, orstrategies.

I suppose one could say that employees need only do their jobs. Besides, most people (me included) tend to focus downward and get caught up with struggle and effort (tactics).

However, when we l'ose sight of our purpose, goals, orstrategies, we render ourselves at least partiallyineffective in achieving them. Still, we must make surethat tactics are executed.

What would happen if everyone asked, "How can I contribute to the larg'er Purpose?"

We would turn our attention away from our own specialties,skills, and tactics - and advance perfor'mance of the wholeorganization.

Awareness of our contribution turns our attention to the Purpose, where results really count.

So, to be the most effective we should focus on outwardcontributions while performing nitty-gritty tactics.Effective people get the right things done for the rightPurpose.

"It is one of the most beautiful compensations of this life that no man can sincerely try to help another without helping himself." -- Ralph Waldo Emerson

What did you learn today that you found most beneficial?How will you apply what you have learned at work?Any other comments are welcome:

OK, here's the link I promised a minute ago:

Until next week...

Best Regards,

Mike Hayden, Principal/ConsultantYour partner in streamlining business.

PS. If you're not on our P V T Roster, sign up (free) at:

(c) 2005 Mike Hayden, All rights reserved. You may usematerial from the Profitable Venture Tactics eZine inwhole or in part, as long as you include completeattribution, including live website links and email link.

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About Article Author

Mike Hayden
Mike Hayden

Mike Hayden is Founder/CEO of Senior Management Services and the Documentation Express in Silicon Valley, California. Mr Hayden is the author of "7 Easy Steps to your Raise and Promotion in 30-60 Days! The book that smart bosses want their employees to read."
ISBN 0-9723725-1-2. More articles at

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