• 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 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, varied too much in abstraction across KPIs, and 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.
To embed the new OGSM in the organization, the MT’s meeting structure was revised so that progress on the OGSM could be regularly discussed. A custom KPI dashboard was also developed, making real-time data accessible and enabling ongoing performance tracking aligned with strategic goals.
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 over the past six months: translating this strategy to the sub-departments. Because an OGSM only truly works when everyone understands how they contribute to the bigger picture.
The renewed OGSM of the management team provides direction for the coming year. By translating this into OGSMs for the sub-departments, the goals have become more concrete, and it is clear how each sub-department contributes to the strategy. This not only increases support but also strengthens 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. 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. 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.
