• Clarity and ownership at all levels by cascading the OGSM
• Data-driven decision-making, turning insight into progress and results
• Structural improvement through performance dialogues
To improve alignment and decision-making, Vitens' department Ontwerp & Aanleg (Engineering & Construction) redefined its strategic framework using OGSM, a model used throughout the organization, but underutilized at the MT level. The revised OGSM now enables targeted steering, prioritization, and cross-functional collaboration.
From underused model to actionable strategy
Faced with increasing complexity in both projects and operations, the management team (MT) needed a clear, shared direction. Although the OGSM framework was already in place at organizational level, the existing version was not tailored to MT needs. The OGSM lacked cohesion, KPIs varied too much in abstraction and were rarely discussed, which meant the tool was not actively used in decision-making.
Together with the MT, Been Management Consulting facilitated a step-by-step redefinition of the OGSM. In four structured sessions, the Objective, Goals, Strategies, and Measures were refined and sharpened. In addition, one-on-one conversations with MT members helped uncover which elements worked and where adjustments were needed. This approach created shared ownership and understanding across the leadership team.
From strategy to daily practice
After recalibrating the OGSM (Objecitve, Goals, Strategies and Measures) at management team level within Vitens Ontwerp en Aanleg (O&A), we have taken an important next step: translating this strategy to the sub-departments. This has made goals more concrete and clarified how each sub-department contributes to the MT's strategy, which increases the sense of ownership among team managers and employees. This is extremely valuable because an OGSM only really works if everyone understands how they contribute to the bigger picture. In addition, the translation increases the sense of ownership among team managers and employees.
Let's change the system
Insight through data
In addition to refining the OGSM, we have worked on a dashboard that makes progress on the goals visible and offers up-to-date insights for decision-making. The first dashboard focuses on the management team, enabling them to steer based on up-to-date data. The next step? Dashboards for the sub-departments, so that they too gain insight into their contribution and results.
The performance dialogue: from numbers to conversation
Data is important, but the real difference lies in the conversation. For this reason, we have refined the governance structure, making the OGSMs part of the ‘MT performance’ meeting. These meetings take place at MT level and within the MTs of the sub-departments. We have coordinated all these meetings. That is why the focus in the coming period is on conducting the “performance dialogue”: a structured conversation in which progress is discussed, successes are celebrated, and actions are defined to adjust where needed. We support the management team and the sub-departments in this new way of working. This creates a shared approach in which goals are not just documented but actively embedded in the organization.
With these steps, O&A is growing towards a culture in which strategy, data and dialogue go hand in hand. A positive development towards greater focus, transparency and collaboration.
"The OGSM truly works when everyone understands how they contribute to the bigger picture."
How we supported the creation of a future-proof vision and organizational design for a department of 150 employees within a Dutch regional grid operator.
