GOST
The GOST framework is a strategic planning methodology used to translate high-level ambitions into concrete, daily actions. It bridges the gap between overarching visions and on-the-ground tasks, standing for Goals, Objectives, Strategies and Tactics
About GOST
GOST is a strategic planning framework that turns high-level ambitions into concrete, day-to-day actions. The letters stand for Goals, Objectives, Strategies and Tactics.
It bridges the gap between an organisation's overarching vision and the tasks people do on the ground. Each level answers a different question, and each is linked to the one above it, so the reasons behind everyday work can be traced back to what the organisation is trying to achieve.
Plan hierarchy
Read from the top down: each level breaks the one above it into more specific work.
- 1
Goal
A broad, long-term outcome the organisation wants to achieve. It sets direction and answers what success looks like.
- 2
Objective
A specific, measurable result that shows progress towards a goal, with a target and a timescale. In GOST the objectives are set before the strategies, so the measurable targets are fixed first.
- 3
Strategy
The approach chosen to achieve an objective, decided once the targets are known. It explains how you intend to win rather than listing every action.
- 4
Tactic
A concrete action, with an owner and a date, that puts a strategy into effect.
Use cases
Annual and multi-year planning
Break a long-term ambition into targets, approaches and actions across a planning cycle.
Aligning teams
Show how each team's tactics connect upwards to organisational goals.
Reviewing progress
Check at each level whether the work being done is moving the measures that matter.
How to use it
Tips and common mistakes
- Keep goals few and objectives measurable. A goal without a measure cannot be judged.
- Test every tactic by asking which strategy it serves. If there is none, question whether to do it.
- Review tactics often but goals rarely. The lower levels should flex more than the upper ones.
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