A Goal Tree is a logical structure linking the Goal of the organization to all subordinate Necessary Conditions (NCs) to achieve the Goal. The top most NCs are called Critical Success Factor (CSFs) in order to highlight their importance: they are the last things to achieve in order to achieve the Goal.
These CSFs should remain few, three to five (rule of thumb), as it is not reasonable to have a Goal depending on too many CSFs. If they are too many, chances are some of them are overrated NCs and should return some level deeper into the Tree .
Yet saying three to five and with Eli Goldratt’s first (universal?) definition of the Goal, many will think about having maximum Throughput (T), minimum Operating Expenses (OE) and minimum Investment (I) as CSFs.
Indeed, they may very likely be found somewhere in the Tree, but are they always CSFs?
Some consultants and/or Theory of Constraints practitioners suggest having a generic skeleton of a Goal Tree ready, with T, OE and I at the top and then fill the underlying NCs with the organization’s related requirements.
I do understand the idea, but do not endorse it.
Why You should NOT use a model
A generic Goal Tree could be a consultant’s tool, not an owner’s nor CEO’s.
A Goal stated in a Goal Tree should not vary much nor frequently over time. Neither should the CSFs and NCs. Bill Dettmer states that a properly built Goal Tree remains valid as long as market conditions do not change significantly and in most businesses, the disruptions do not happen very frequently.
An owner or his/her deputies may build one strategic Goal Tree in a decade. So what is it to the CEO or owner to invest a couple of hours going through the top of the Goal Tree without any preset in regards of the life span of the Goal Tree?
Somebody’s else strategic intent
Besides, starting with a so-called generic tree is starting with somebody else’s tree, thus giving up what makes the organization specific. Does an owner or CEO only want to go for a me-too strategy? If yes, buying a how-to book on Goal Tree building or reading my posts on this blog may suffice to copy-paste what others thought out.
I believe going through the whole process, from Goal Statement to the definition of CSFs and first layers of NCs is a very useful exercise for an owner, a CEO or anybody in charge of achieving the organization’s Goal.
Much have been written about the importance of a properly stated and verbalized Goal. Giving some time to do it and review it with a facilitator and scrutinizer is often a very useful exercise and a good investment.
So is the understanding of the links from Goal to underneath Necessary Conditions. Owners and CEOs or their deputies do not have to build the whole tree, but give high level input. From my point of view, CSFs and first layer of NCs define much of the organization’s soul, culture and how this will go on in future.