This table provides some useful definitions of terms and examples for results-based strategic design. The Southwest Airlines examples provide a clear way to remember the differences among results, strategies, activities, and other terms.
|Definition||A desired new outcome that produces a measurable gain for the organization and/or its constituents||Behavior-changing means to the result; needed when result cannot be produced by current habits and tradition||Doing something new that will make the organization better, producing a result that can’t be achieved by business as usual||The specific things we do to make the strategy happen||An activity that can be done quickly to test and improve the strategy’s critical concepts||Points along the way that will tell us how we are progressing toward the result|
|Criteria for a good one||An end, not a means||A means that will clearly achieve the end||Involves significantly different behavior||Clearly oriented toward strategy and result||Can be done quickly||Provides clear measurement of results to date|
|You can clearly tell when it’s been achieved||Will have definable milestones of achievement along the way||Will make things better, not just different||Can be done relatively quickly||Effectively tests critical concepts||Quantifiable|
|Achievement of the result = a definite change for the better||Will produce results in a short amount of time||A better means of achieving a result than current means||Can be organized by a small group of people||Can be real (e.g., small fundraising campaign) or virtual (e.g., mock-up one-stop shop)|
|Shows a clear understanding of constituents’ needs||Can be taken on by early adopters; does not require consensus||Not innovation for innovation’s sake|
|Example (Southwest Airlines)||Get people who now ride buses to ride planes||Reduce gate time||Changed behavior at all levels of organization||Clean planes in the air|
|Example (University)||Decrease dependence on tuition revenue to 75%||Increase revenue from grants, philanthropy, auxiliary operations by leverage grants, philanthropy, and other income in a unified way||Operate Advancement office with lean manufacturing techniques (fewer steps in each process)||Hire grants coordinator and write grants; promote cases for support to likely donors; sell more stuff in bookstore and promote it.||Limited campaign for a fundraising project (e.g., renovation of entrance room to main building)||Cost per-dollar raised to national standard in one year; annual reduction in tuition revenue percentage|