VVMOSSET Model: A Strategic Fit for Strategic Objective

We have in the last two articles taken a studied look at strategic objective and realize that it has to be well rested on a sound Vision and Mission to make any meaning on a project,   programme or transaction. Also, it would have dawned on those of us with clear understanding of Algebra that we have factorized Mission into purpose, strategy, structure, systems, policies and values. The fact that Strategy is highlighted as an element of mission is instructive.

We drew allusion to the Businessdictionary.com definition of Strategy as “a method or plan chosen to bring about a desired future, such as achievement of a goal or solution to a problem, bringing to attention why from time to time we experience business and organizational failures as people do not take time to study, weigh, understand and apply the interconnectivity of vision and mission in the entire structure of strategy.

Not understanding the complete structure of strategy and applying the elements in a transaction or programme create a misfocus in value for money, resulting in total failure in some cases.

How do we then ensure that strategy or strategic objective is usually fully structured and placed at the centre of our initiatives?  “Strategic Fit” assists in creating this assurance and to take the centre stage through “VVMOSSET Strategic Fit Model,” detailing the Aspirational, Achievable, Specific and the Tangible.

The VVMOSSET Strategic Fit Model comprising seven elements places Values as the logical tip and simplifies it into Ethics, Principles and Beliefs, arguing that satisfying success is only obtained by pursuing a purpose that aligns with defined values.

Vision, on the other hand, is the goal – the future state to be created. It sees it that strategy is unrealizable without a vision, bringing again to the fore the well acknowledged saying that a leadership without an envisaged vision or future state for an organisation is a failed leadership.

Mission, the model presents as the purpose, the plan, the most important item to be achieved to ultimately drive the purpose.

Objective/Goals, which is the output, outcome or results, are the points of focus, explaining that for a mission to be attained, a number of objectives or goals must be achieved.

Strategy, still in the wisdom of the model, points to carefully thought out and deployed objective, goals, mission and vision to achieve the desired outcome or goal.

Structure, systems, and policies, on their own, are organisational framework, underpinning distinctive competence and efforts delivery, just as Execution comprises all of the activities to deliver or coordinate the strategy. It denotes this as strategy, the doing and not the thinking. Finally is Tactics, which exemplifies the action taken, mainly the KPIs targeted at achieving the larger purpose.

The VVMOSSET model is exceptionally the best description of a “Strategic Fit that delivers on the strategic objective. The model comprises the seven elements that are together applied to support an organisation to align its actions with words to succeed in the market place ör any other operating theatre and remains unarguably the key target to pursue if transaction or programme logic is to deliver value for money in the quest to Do more with Less.

You can deliver on strategic objectives if you apply the value for money principles.

Let’s together continue to explore the value for money opportunities by following up on our articles as they come, look out for the next edition.