The foundation: the company’s business vision

The starting point for formulating a development goal is to discover the vision and mission of the company.

The vision illustrates the entrepreneur’s vision for the future.  It is the vision of the future that the entrepreneur has for the food system and the ideal position of the company within it.

Tip: Do your best to visualise this vision of the future. What does the future look like in the eyes of the entrepreneur?

  1. Sketch out the entrepreneur’s vision related to the area of food transition

To discover the entrepreneur’s vision regarding the food transition, you can use the 5 questions that reflect the entrepreneur’s vision of their role in the food system.

To do this, use the development extremes from the table to make the vision as concrete as possible.

Themes

Question

Development extremes options

Supply and demand

How is the growing and differentiated demand being met?

Push versus pull

Supply chain

How will the conflicts in the chain be conducted in the future?

Power versus cooperation

CSR

From which perspective will sustainability be stimulated and how far will they go?

Profit versus social role

Technology

How far can they go / are they allowed to go in food?

High tech versus limited

Regulations

Is quantity and price most important or health?

Food security versus food safety

Help needed to discover/formulate the company’s vision. Click here

  1. Which of the 8 themes from the chapter ‘Food transition: towards a more sustainable and healthier food system’ is incorporated into the company’s vision (which theme represents the vision of the future of the company in transition? Is it protein transition or food waste or ....) or is the company already working towards this?
  2. Which themes do you personally consider appropriate for the company’s vision?

Formulating the development goal

To make it possible to formulate development goals, you first have to make the company vision more specific by once again examining the themes that are important for the company.

  1. Look back at the eight themes from chapter 1. Sketch out the themes from the Food Transition chapter that are relevant for the company and describe why they play a role in the company, based on what the entrepreneur told you.
  2. To make the themes even more concrete and so that you can set goals later that can also be monitored, it helps to define indicators. Key Performance Indicators (KPIs) help to make the CSR objectives measurable: they are indicators that can be used to measure performance and results and that can be used as topics to focus on, making objectives measurable. You can read more about KPIs and how to determine them here.
  3. Later on you will set out a development goal for each theme. Before that, you will analyse and sketch out the current situation by taking a baseline measurement (see chapter 4).
  4. You can formulate the development goals once you have a clear view of the baseline position, i.e. once you know the company’s current situation.
  5. Based on the company’s ambitions for a certain period (e.g. 3 years, 5 years), you describe goals for outcomes for each of the indicators. Make sure that the objectives are in line with the ambitions expressed in the vision statement. Also ensure that the goals are SMART goals.

Formulating SMART objectives

To formulate achievable and concrete goals, it is useful to use SMART:

  • Specific: a concrete action or observable behaviour
  • Measurable: the final outcome must be measurable (it must be possible to see it, hear it, etc.)
  • Acceptable: the goal must be acceptable to you and to others
  • Realistic: the goal must be achievable (not too easy or unrealistically high)
  • Time-specific: when to start, when has it been achieved

For more help on formulating SMART goals, click here