Make good use of OGSTM strategy tools to build an action blueprint
🚀 This article was originally published in “Economic Daily”
From the COVID-19, the Ukraine-Russia war to the tariff war launched by US President Trump, corporate operations are facing unprecedented challenges. Faced with such a treacherous and ever-changing global situation, companies from all over the world are looking for effective tools to refocus their strategies and strengthen internal communication within the organization.
Is there a set of simple yet effective tools that can help business owners and executives respond to the situation? The answer is of course yes. OGSTM’s Objective Management tool can help enterprises make steady progress in the changing situation.
OGSTM five-step strategy tool introduction
OGSTM is a strategic tool composed of elements such as Objective, Goal, Strategy, Tactics, and Measurement. It can help enterprises effectively exert their agile response in a rapidly changing market. It is not only a strategic planning model, but also a dialogue system from the top to the grassroots, which can help enterprises to concretize abstract strategic visions into executable action blueprints.
After the COVID-19 epidemic, all industries are gradually recovering, but many companies generally face the problems of fragmented execution, uneven resource allocation, and imbalanced cross-department communication. By setting specific and measurable goals, OGSTM is able to break down strategies into layers and establish a unified strategic language to ensure that members at each level can understand and implement consensus.
“[The Process of Thinking](https://www.books.com.tw/exep/assp.php/vista/products/0010945645?utm_source=vista&utm_medium=ap-books&utm_content=recommend&utm_camp aign=ap-202506)” author and also an expert in problem analysis and solution [Peng Jianwen] (https://zh.wikipedia.org/zh-tw/%E5%BD%AD%E5%BB%BA%E6%96%87_\(%E4%BD%9C%E5%AE%B6\)), pointed out in a lecture the transformation challenges currently faced by enterprises. He mentioned that today’s changes are not only increasing in magnitude, but also faster in frequency.
Changes that may have occurred only once in the past decade may now be repeated rapidly in just one to three years. Such frequent changes make corporate strategies no longer just a matter of paper talk by senior executives, but a systematic response involving the entire organization.
Peng Jianwen explained that companies must put aside traditional survival thinking and instead build internal systems that are more resilient. Dialogue becomes a key element in this transformation. Business leaders must not only convey strategic messages to the grassroots, but also ensure that members at every level understand and participate in the decision-making process. Dialogue is not only about listening to grassroots voices, but also a key step in building an overall consensus.
Build consensus through dialogue
In this lecture, [Yang Hongde] (https://pinshuoi.com/33461/), the founder of Qunte Management Consulting Company, also based on his global corporate coaching experience, further dissected the essence of the OGSTM strategic tool. The core of this tool is not just setting goals, but building a clear and specific blueprint for action. From Objective to Measurement, each stage emphasizes dialogue and consensus building. He particularly emphasized that when many companies formulate strategies, they often neglect how to implement them. Strategies are not just words on paper, but must be transformed into concrete action plans through a structured dialogue structure.
He further shared past cases when enterprises promoted OGSTM strategies. At that time, a certain company was facing restructuring in the international market, and there was a gap in employees’ understanding of new strategies. By establishing a common language and clear strategic focus, OGSTM not only unites the entire enterprise but also ensures that each department is acting in the same direction.
In other words, the real value of OGSTM lies not in creating a new set of strategies, but in helping companies build a dialogue platform to ensure that every level can participate and take responsibility for driving strategy. Such a strategic management system emphasizes dialogue rather than issuing orders; it emphasizes consensus rather than one-way communication.
Overall, when enterprises face the rapidly changing market situation, OGSTM is not only a set of strategic tools, but also a bridge for enterprises to establish dialogue mechanisms, ensure consensus and promote action.
Business leaders should re-examine the execution framework of their own strategies, starting from establishing consensus, activating organizational momentum through dialogue, and transforming abstract visions into concrete and actionable action blueprints. In this way, companies can move forward steadily amid changes and achieve real transformation goals.
