33 Overarching ICR objectives

Within the ICR cycle, we arrive at a structured implementation of business operations through the framework of 33 ICR objectives. These are uniform and applicable to all types of organizations. ICR objectives are overarching and act as preconditions for a careful and as complete as possible implementation of business operations. The ICR objectives include strategic, operational, compliance and care goals. But they also give substance to management information and the preservation of valuable elements, such as staff and resources. As a result, business operations are and remain complete and consistent at all times. 

The ICR objectives thus offer a structured approach to organizing and optimizing business processes. They are not necessarily limited to one type of goals (such as strategic, tactical or operational goals), but form a holistic framework in which the different types of goals find their place. This means that within the 33 ICR objectives, a distinction can be made between strategic, operational, compliance and care goals. This depends on the focus of the specific goal. 

Within the ICR cycle, we make an explicit distinction between the strategic goals and the so-called continuity goals (also known as: regular goals). Below, you can read why this distinction is important.

Within the ICR cycle, the structure of the strategic goals is formed by the elements of the Business Model Canvas. And therefore because of the way in which your organization's business model has been shaped. To achieve each of these strategic goals, you will draw up a long-term plan. And from that long-term plan, you decide which short-term goals will be implemented for this long-term plan.  

Within the BM element “Customer segments”, the goal is to expand into new geographical markets and thus new customer segments. And this is linked to the strategic goal: “We want to introduce our products in five European countries (Germany, France, Spain, Italy, and Sweden) within three years (by the end of 20xx), with an expected sales growth of 20% in those markets. “By the way, this also affects the BM element “Revenue Streams”.  

The long-term plan then states that this should be done by launching local marketing campaigns and new distribution partnerships. By the way, this also affects the BM element 'Channels'. Afterwards, you outline the long-term plan with short-term goals. Q1 of Year 1: Conduct market research in the five target markets. Q2 of Year 1: Identify local distribution partners and negotiate initial contracts. Etcetera. 

Via the Action Plan, you always have an overview within the ICR cycle. And is it 100% clear to whom you have assigned which goals. And, of course, within which ICR objective and within what timeframe it must be achieved.