Understanding the Distinction: Realizing Organizational Objectives vs. Buying Something

Here’s a topic that is relevant to professionals across various industries: the difference between realizing organizational objectives and simply buying something. While both activities involve achieving desired outcomes, there are fundamental distinctions that we should be aware of. Let’s explore further!

Realizing Organizational Objectives

When we talk about realizing organizational objectives, we are referring to the process of achieving specific goals and targets within a company or team. This approach involves deliberate decision-making, problem-solving, and continuous improvement to drive meaningful and lasting impact.

Buying Something

On the other hand, buying something typically involves a transaction where money is exchanged for goods or services. It inherently denotes a short-term action aimed at acquiring a particular item or fulfilling an immediate need or desire. While buying has its own significance within personal and professional contexts, it should not be conflated with the strategic pursuit of organizational objectives.

It’s crucial to remember that buying something, while potentially contributing to various aspects of an organization, is not synonymous with achieving broader goals or driving sustainable growth. Instead, it is a step within a more comprehensive process that involves the strategic alignment of resources, capabilities, and objectives.

Understanding the difference between realizing organizational objectives and buying something is vital for professionals. By recognizing the unique characteristics of each, we can make informed decisions, prioritize actions effectively, and contribute to the long-term success of our organizations. Let’s strive for synergy between our objectives and purchasing decisions, ensuring that we align our actions with the broader vision of our organizations. In this post I only talked about this concept from a purchasing perspective. The same could however be said from a selling organizational point of view.

In the end for me it is about letting go of deal focus and take the wider picture.

Arjen van Berkum

Arjen van Berkum is a columnist, keynote speaker and motivator, with an eye for business ecosystems, innovation and disruption. In addition to his work as technology and contract management evangelist, he is a visiting lecturer at Delft University of Technology (TU Delft).