Method guideBusiness Strategy

VMGS

A practical method guide: clarify prerequisites and materials, understand the complete process, and look up outputs, pitfalls, and stop criteria.

ComplexityMedium

Time2-4 h

Participants3-12

FormatWorkshop

MaturityEstablished

Plan

Prerequisite

What needs to be finished first

Complete firstMandate and perspectives

Decision makers and people affected by the strategy are involved.

Without a mandate the version remains a proposal.

Complete firstBaseline

Goals have baseline values or a plan to collect them.

Leave unknown values open and collect them before confirming targets.

Preparation

What needs to be ready before start

Materials

Four-part document, evidence of needs, baseline metrics, resource constraints and strategic options.

People / roles

Strategy owner, implementation owners, affected stakeholders and data experts.

Pre-read

Define scope and horizon; collect needs, baseline data, resources and existing commitments.

Time needed

Several work sessions with research and alignment; 60–120 minutes per section

Setup

Prepare four linked sections with evidence and open assumptions; connect goals and strategies through stable references.

Core question

The one question this method answers

How do our chosen strategies lead through verifiable goals to mission and vision?

Flow

Phases with goal, actions, output and pitfall

VMGS connects Vision, Mission, Goals and Strategies: desired future, organisational purpose, measurable goals and chosen routes. Here it is a compact editorial strategy outline related to VMOSA, without claiming a single canonical originator.

VMGS· worksheet

Fictional example

Vision

What future state do affected people seek?

Fictional: adults in the neighbourhood can keep learning regardless of working hours.

Mission

For whom do we contribute what, and what boundaries apply?

Our learning association offers flexible introductory courses to working adults; accredited vocational qualifications are out of scope.

Goals

Give baseline, target, deadline, data source and owner per outcome goal.

Increase completion from 50% to 70% by 30 June; course register, owner Lea. Baseline: previous two cohorts.

Strategies

Which approaches do we choose per goal, why, with what resources and trade-offs?

Pilot asynchronous modules with a weekly office hour; assumption: flexible timing reduces dropout. Two instructors run one pilot instead of three new in-person courses.

Decision and review

Who decides, which assumptions are reviewed when and what follows from variance?

The board approves pilot resources; after six weeks Lea reviews participation and dropout reasons, then completion at cohort end.

All example details are fictional and illustrate the application.

University of Kansas: VMOSA

1
Vision
Vision: describe the future
Goal
Shared future picture
Inputs for this step
- Needs perspectives
- Time horizon
Actions
- Describe the desirable future from the perspective of affected people.
- Choose a clear statement that leaves different solution routes open.
Output
Future picture
Does the vision describe a desirable state?
Quality check
Does the vision describe a desirable state?
Pitfall
The vision names only the next feature. Ask what state this feature should enable for people.
Timing: 20–40 minutes
2
Mission
Mission: bound the contribution
Goal
Bounded mission
Inputs for this step
- Vision
- Capabilities and mandate
Actions
- Define whom the entity serves, its contribution to the vision and what lies outside its remit.
- Check the mission against capabilities and mandate.
Output
Mission
Is the contribution clear and distinct from the future picture?
Quality check
Is the contribution clear and distinct from the future picture?
Pitfall
Mission repeats the vision without responsibility. Add audience, contribution and boundaries.
Timing: 20–40 minutes
3
Goals
Goals: make progress measurable
Goal
Verifiable outcome goals
Inputs for this step
- Mission
- Baseline metrics
Actions
- State a few outcome goals with baseline, target, deadline, source and owner.
- Explicitly flag conflicting goals and missing measurements.
Output
Outcome goals
Can progress be verified clearly for every goal?
Quality check
Can progress be verified clearly for every goal?
Pitfall
A list of completed activities counts as impact. Ask what situation changes and select suitable outcome measures.
Timing: 30–60 minutes
4
Strategies
Strategies: choose routes
Goal
Selected strategic approaches
Inputs for this step
- Goals
- Options and resources
Actions
- Compare alternative routes for each goal and choose a reasoned approach with resources and trade-offs.
- Name the assumption explaining how the approach contributes to the goal.
Output
Chosen approaches
Is each approach linked to a goal and causal assumption?
Quality check
Is each approach linked to a goal and causal assumption?
Pitfall
Every good idea becomes another strategy. Bound capacity, compare alternatives and record non-priorities.
Timing: 30–60 minutes
5
Coherence
Coherence and review
Goal
Agreed strategy with review
Inputs for this step
- VMGS draft
- Decision makers
Actions
- Trace each strategy back to goal, mission and vision and resolve conflicting commitments.
- Agree the decision, next implementation steps and review using goal metrics.
Output
Strategy and review
Are contribution, resources and review clear for each approach?
Quality check
Are contribution, resources and review clear for each approach?
Pitfall
The document has no resource decision. Reduce scope or record unresolved funding as an approval condition.
Timing: 20–40 minutes

Artifact

What comes out at the end

Sketch: what the artifact looks like

VMGS · Vision, Mission, Goals, StrategiesVision, Mission, Ziele und Strategien als zusammenhängendes Zielsystem ausrichten und auf Kohärenz prüfen

Form

Connected Vision–Mission–Goals–Strategies document with goal metrics, resource decisions, assumptions and review.

Versioning / ownership

Record date and scope; retain the previous version and reason when changing it.

Tool alternatives

Strategy document
Four-level whiteboard
Goal table linked to strategies

strategy-brief-markdown.md

Compact briefing for strategic context, target state, priorities, and non-goals.

Strategy Brief

Context

Why is this strategic clarification needed now?

Target state

What should be different in 6-12 months?

Priorities

Non-goals

Metrics

North Star Metric:
Guardrail Metrics:

Risks

Decisions

Which decisions should follow from this?

vmgs-working-template.md

Define scope and horizon; collect needs, baseline data, resources and existing commitments.

VMGS: Worksheet

Question

To be confirmed

Desired outcome

To be confirmed

Scope

Complete cycle Time: Several work sessions with research and alignment; 60–120 minutes per section

Complete this worksheet on paper or in your own document during the work.

Preparation for this scope

Method setup

Materials: Four-part document, evidence of needs, baseline metrics, resource constraints and strategic options.
Roles: Strategy owner, implementation owners, affected stakeholders and data experts.
Advance information: Define scope and horizon; collect needs, baseline data, resources and existing commitments.
Overall time needed: Several work sessions with research and alignment; 60–120 minutes per section
Setup: Prepare four linked sections with evidence and open assumptions; connect goals and strategies through stable references.

Prepare for the work steps

Vision: Vision: describe the future

Needs perspectives
Time horizon

Mission: Mission: bound the contribution

Vision
Capabilities and mandate

Goals: Goals: make progress measurable

Mission
Baseline metrics

Strategies: Strategies: choose routes

Goals
Options and resources

Coherence: Coherence and review

VMGS draft
Decision makers

VMGS· worksheet

Vision

What future state do affected people seek?

...

Mission

For whom do we contribute what, and what boundaries apply?

...

Goals

Give baseline, target, deadline, data source and owner per outcome goal.

...

Strategies

Which approaches do we choose per goal, why, with what resources and trade-offs?

...

Decision and review

Who decides, which assumptions are reviewed when and what follows from variance?

...

Answer the prompts with your own information. Explicitly mark unknowns and assumptions.

University of Kansas: VMOSA

Vision: Vision: describe the future

Expected artifact: Future picture

Does the vision describe a desirable state?

Entry:

...

Does the vision describe a desirable state?

Mission: Mission: bound the contribution

Expected artifact: Mission

Is the contribution clear and distinct from the future picture?

Entry:

...

Is the contribution clear and distinct from the future picture?

Goals: Goals: make progress measurable

Expected artifact: Outcome goals

Can progress be verified clearly for every goal?

Entry:

...

Can progress be verified clearly for every goal?

Strategies: Strategies: choose routes

Expected artifact: Chosen approaches

Is each approach linked to a goal and causal assumption?

Entry:

...

Is each approach linked to a goal and causal assumption?

Coherence: Coherence and review

Expected artifact: Strategy and review

Are contribution, resources and review clear for each approach?

Entry:

...

Are contribution, resources and review clear for each approach?

Open questions and next steps

...

Method guide: https://methodatlas.meierhoff-systems.de/en/methods/vmgs/run-sheet

Example output

Concrete filled scenario, fictional example

Fictional example for orientation. Counts and timings describe this case and are not universal requirements.

vmgs-beispiel.md

Concrete filled scenario, fictional example

Fictional example

Vision: Fictional: adults in the neighbourhood can keep learning regardless of working hours.

Mission: Our learning association offers flexible introductory courses to working adults; accredited vocational qualifications are out of scope.

Goals: Increase completion from 50% to 70% by 30 June; course register, owner Lea. Baseline: previous two cohorts.

Strategies: Pilot asynchronous modules with a weekly office hour; assumption: flexible timing reduces dropout. Two instructors run one pilot instead of three new in-person courses.

Decision and review: The board approves pilot resources; after six weeks Lea reviews participation and dropout reasons, then completion at cohort end.

Pitfalls

Recognize symptoms and steer against them

Quick overview, the full text is in the matching phase in the flow

Vision: describe the futureThe vision names only the next feature.View in phase
Mission: bound the contributionMission repeats the vision without responsibility.View in phase
Goals: make progress measurableA list of completed activities counts as impact.View in phase
Strategies: choose routesEvery good idea becomes another strategy.View in phase
Coherence and reviewThe document has no resource decision.View in phase

Stop criteria

When to pause, resolve prerequisites, or choose another approach

Do not commit to implementation without data, authority or resources; label the version as a proposal with open conditions.

Where to go next?

Product Strategy

OKRs

Translates the decided strategy into measurable goals per period.

Delivery

Communication Plan

Carries the decided strategy out to every affected audience.

View in playbookClarify Strategic AlignmentMove from scattered goals to a traceable strategy, metrics, and priorities.

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