Page 94 - The Handbook for Quality Management a Complete Guide to Operational Excellence

80 I n t e g r a t e d P l a n n i n g S t r a t e g i c P l a n n i n g 81

satisfaction might be considered necessary for achieving the goal. Includ-
ing necessary con ditions like these as part of the goal hierarchy gives it
credibility, identifying it as something that is not just temporary but must
be satisfied throughout the lifetime of the organization. Figure 5.2 illus-
trates a typical goal/necessary condition hierarchy.
Necessary conditions differ from the goal. While the goal itself usu-
ally has no limit (it’s normally worded in such a way that it’s not likely
ever to be fully realized), necessary conditions are more finite. They
might be characterized as a “zero-or-one” situation: it’s either there or it
isn’t (a “yes-or-no” state). For example, a for-profit organization might

Goal Maximum profitability
(“Make more money,
now and in the future”)

Necessary
conditions Dominant
market share

Customer “Leading edge”
satisfaction technology

World-class World-class Innovation
communication customer
systems, products support

Speed of
development,
response

High quality
hardware,
softrware
High quality, secure,
satisfied work force

Highly competent Fulfillment of
associates individual needs

Figure 5.2 Hierarchy of goal and necessary conditions.

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