← Strategic Planning & Corporate Development — M6

Goal templates — Strategic Planning & Corporate Development — M6

Strategic Planning & Corporate Development · Strategic Planning & Corporate Development · M6 — Vice President

These are canon-derived frames, not advice: every line is either verbatim JobFrame canon text or a fixed template wrapping it. ⟨target⟩ / ⟨baseline⟩ / ⟨date⟩ are placeholders for the manager to fill in. Nothing here is generated by AI — rows are omitted, never invented, when the canon lacks the underlying field.

SMART goals

One row per canon core output / responsibility this level owns.

JFM responsibility (M6)

Defines the multi-year inorganic growth and corporate strategy spanning multiple functions and business lines, with choices that shape company success over the long term rather than executing within an existing roadmap

Specific: Deliver: "Defines the multi-year inorganic growth and corporate strategy spanning multiple functions and business lines, with choices that shape company success over the long term rather than executing within an existing roadmap"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Tackles abstract, cross-functional problems, creating novel deal structures and strategic frameworks where no precedent exists, rather than applying established methods."
Relevant: Advances the Strategic Planning & Corporate Development · Strategic Planning & Corporate Development mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

JFM responsibility (M6)

Sets enterprise deal-policy thresholds (target criteria, valuation discipline, risk and capital limits) under which Directors source, structure, and close transactions

Specific: Deliver: "Sets enterprise deal-policy thresholds (target criteria, valuation discipline, risk and capital limits) under which Directors source, structure, and close transactions"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Tackles abstract, cross-functional problems, creating novel deal structures and strategic frameworks where no precedent exists, rather than applying established methods."
Relevant: Advances the Strategic Planning & Corporate Development · Strategic Planning & Corporate Development mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

JFM responsibility (M6)

Negotiates the most critical, abstract, cross-functional transactions directly with executives, the Board, and senior counterparties where precedent and structure must be created

Specific: Deliver: "Negotiates the most critical, abstract, cross-functional transactions directly with executives, the Board, and senior counterparties where precedent and structure must be created"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Tackles abstract, cross-functional problems, creating novel deal structures and strategic frameworks where no precedent exists, rather than applying established methods."
Relevant: Advances the Strategic Planning & Corporate Development · Strategic Planning & Corporate Development mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

JFM responsibility (M6)

Acts as the standing strategy partner to the executive team and Board, framing the inorganic vs. organic growth agenda and translating it into the corporate strategic plan

Specific: Deliver: "Acts as the standing strategy partner to the executive team and Board, framing the inorganic vs. organic growth agenda and translating it into the corporate strategic plan"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Tackles abstract, cross-functional problems, creating novel deal structures and strategic frameworks where no precedent exists, rather than applying established methods."
Relevant: Advances the Strategic Planning & Corporate Development · Strategic Planning & Corporate Development mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

JFM responsibility (M6)

Leads the CorpDev organization through senior managers across functions or divisions, owns the senior advisor and banking relationships, and develops the next layer of deal leaders

Specific: Deliver: "Leads the CorpDev organization through senior managers across functions or divisions, owns the senior advisor and banking relationships, and develops the next layer of deal leaders"
Measurable: Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
Achievable: Scoped to this level's jfm complexity/problem-solving rubric: "Tackles abstract, cross-functional problems, creating novel deal structures and strategic frameworks where no precedent exists, rather than applying established methods."
Relevant: Advances the Strategic Planning & Corporate Development · Strategic Planning & Corporate Development mandate for a M6 — Vice President.
Time-bound: ⟨date⟩

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1. Defines the multi-year inorganic growth and corporate strategy spanning multiple functions and business lines, with choices that shape company success over the long term rather than executing within an existing roadmap  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Defines the multi-year inorganic growth and corporate strategy spanning multiple functions and business lines, with choices that shape company success over the long term rather than executing within an existing roadmap"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Tackles abstract, cross-functional problems, creating novel deal structures and strategic frameworks where no precedent exists, rather than applying established methods."
   Relevant:    Advances the Strategic Planning & Corporate Development · Strategic Planning & Corporate Development mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

2. Sets enterprise deal-policy thresholds (target criteria, valuation discipline, risk and capital limits) under which Directors source, structure, and close transactions  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Sets enterprise deal-policy thresholds (target criteria, valuation discipline, risk and capital limits) under which Directors source, structure, and close transactions"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Tackles abstract, cross-functional problems, creating novel deal structures and strategic frameworks where no precedent exists, rather than applying established methods."
   Relevant:    Advances the Strategic Planning & Corporate Development · Strategic Planning & Corporate Development mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

3. Negotiates the most critical, abstract, cross-functional transactions directly with executives, the Board, and senior counterparties where precedent and structure must be created  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Negotiates the most critical, abstract, cross-functional transactions directly with executives, the Board, and senior counterparties where precedent and structure must be created"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Tackles abstract, cross-functional problems, creating novel deal structures and strategic frameworks where no precedent exists, rather than applying established methods."
   Relevant:    Advances the Strategic Planning & Corporate Development · Strategic Planning & Corporate Development mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

4. Acts as the standing strategy partner to the executive team and Board, framing the inorganic vs. organic growth agenda and translating it into the corporate strategic plan  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Acts as the standing strategy partner to the executive team and Board, framing the inorganic vs. organic growth agenda and translating it into the corporate strategic plan"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Tackles abstract, cross-functional problems, creating novel deal structures and strategic frameworks where no precedent exists, rather than applying established methods."
   Relevant:    Advances the Strategic Planning & Corporate Development · Strategic Planning & Corporate Development mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

5. Leads the CorpDev organization through senior managers across functions or divisions, owns the senior advisor and banking relationships, and develops the next layer of deal leaders  [source: JFM responsibility (M6)]
   Specific:    Deliver: "Leads the CorpDev organization through senior managers across functions or divisions, owns the senior advisor and banking relationships, and develops the next layer of deal leaders"
   Measurable:  Move the metric this drives from ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩.
   Achievable:  Scoped to this level's jfm complexity/problem-solving rubric: "Tackles abstract, cross-functional problems, creating novel deal structures and strategic frameworks where no precedent exists, rather than applying established methods."
   Relevant:    Advances the Strategic Planning & Corporate Development · Strategic Planning & Corporate Development mandate for a M6 — Vice President.
   Time-bound:  ⟨date⟩

OKRs

Objectives from this level's core outputs; key results only where a real dimension or capability backs them.

JFM responsibility (M6)

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Defines the multi-year inorganic growth and corporate strategy spanning multiple functions and business lines, with choices that shape company success over the long term rather than executing within an existing roadmap"
Evidence at this level's scope bar: "A major function or division" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M6)

Sets enterprise deal-policy thresholds (target criteria, valuation discipline, risk and capital limits) under which Directors source, structure, and close transactions

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Sets enterprise deal-policy thresholds (target criteria, valuation discipline, risk and capital limits) under which Directors source, structure, and close transactions"
Evidence at this level's autonomy bar: "Accountable for division strategy and outcomes" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M6)

Negotiates the most critical, abstract, cross-functional transactions directly with executives, the Board, and senior counterparties where precedent and structure must be created

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Negotiates the most critical, abstract, cross-functional transactions directly with executives, the Board, and senior counterparties where precedent and structure must be created"
Evidence at this level's complexity bar: "Enterprise priorities and external factors" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M6)

Acts as the standing strategy partner to the executive team and Board, framing the inorganic vs. organic growth agenda and translating it into the corporate strategic plan

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Acts as the standing strategy partner to the executive team and Board, framing the inorganic vs. organic growth agenda and translating it into the corporate strategic plan"
Evidence at this level's impact bar: "Division-wide / organization-wide" — ⟨target⟩ by ⟨date⟩

JFM responsibility (M6)

Leads the CorpDev organization through senior managers across functions or divisions, owns the senior advisor and banking relationships, and develops the next layer of deal leaders

From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Leads the CorpDev organization through senior managers across functions or divisions, owns the senior advisor and banking relationships, and develops the next layer of deal leaders"
Evidence at this level's decision rights bar: "Owns strategy, budget, and org for a division" — ⟨target⟩ by ⟨date⟩

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Objective 1: Defines the multi-year inorganic growth and corporate strategy spanning multiple functions and business lines, with choices that shape company success over the long term rather than executing within an existing roadmap  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Defines the multi-year inorganic growth and corporate strategy spanning multiple functions and business lines, with choices that shape company success over the long term rather than executing within an existing roadmap"
  KR2. Evidence at this level's scope bar: "A major function or division" — ⟨target⟩ by ⟨date⟩

Objective 2: Sets enterprise deal-policy thresholds (target criteria, valuation discipline, risk and capital limits) under which Directors source, structure, and close transactions  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Sets enterprise deal-policy thresholds (target criteria, valuation discipline, risk and capital limits) under which Directors source, structure, and close transactions"
  KR2. Evidence at this level's autonomy bar: "Accountable for division strategy and outcomes" — ⟨target⟩ by ⟨date⟩

Objective 3: Negotiates the most critical, abstract, cross-functional transactions directly with executives, the Board, and senior counterparties where precedent and structure must be created  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Negotiates the most critical, abstract, cross-functional transactions directly with executives, the Board, and senior counterparties where precedent and structure must be created"
  KR2. Evidence at this level's complexity bar: "Enterprise priorities and external factors" — ⟨target⟩ by ⟨date⟩

Objective 4: Acts as the standing strategy partner to the executive team and Board, framing the inorganic vs. organic growth agenda and translating it into the corporate strategic plan  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Acts as the standing strategy partner to the executive team and Board, framing the inorganic vs. organic growth agenda and translating it into the corporate strategic plan"
  KR2. Evidence at this level's impact bar: "Division-wide / organization-wide" — ⟨target⟩ by ⟨date⟩

Objective 5: Leads the CorpDev organization through senior managers across functions or divisions, owns the senior advisor and banking relationships, and develops the next layer of deal leaders  [source: JFM responsibility (M6)]
  KR1. From ⟨baseline⟩ to ⟨target⟩ by ⟨date⟩ — tied to: "Leads the CorpDev organization through senior managers across functions or divisions, owns the senior advisor and banking relationships, and develops the next layer of deal leaders"
  KR2. Evidence at this level's decision rights bar: "Owns strategy, budget, and org for a division" — ⟨target⟩ by ⟨date⟩

MBO areas

Key result areas from this level's responsibilities, each with a standard grounded in the canon leveling rubric where one exists.

Area	Standard	Target	Due
Defines the multi-year inorganic growth and corporate strategy spanning multiple functions and business lines, with choices that shape company success over the long term rather than executing within an existing roadmap	Consistent with this level's jfm knowledge-application rubric: "Defines the long-term corporate and inorganic strategy and the deal-policy thresholds within which the function operates; choices carry multi-year, company-wide consequences."	⟨target⟩	⟨date⟩
Sets enterprise deal-policy thresholds (target criteria, valuation discipline, risk and capital limits) under which Directors source, structure, and close transactions	Consistent with this level's jfm knowledge-application rubric: "Defines the long-term corporate and inorganic strategy and the deal-policy thresholds within which the function operates; choices carry multi-year, company-wide consequences."	⟨target⟩	⟨date⟩
Negotiates the most critical, abstract, cross-functional transactions directly with executives, the Board, and senior counterparties where precedent and structure must be created	Consistent with this level's jfm knowledge-application rubric: "Defines the long-term corporate and inorganic strategy and the deal-policy thresholds within which the function operates; choices carry multi-year, company-wide consequences."	⟨target⟩	⟨date⟩
Acts as the standing strategy partner to the executive team and Board, framing the inorganic vs. organic growth agenda and translating it into the corporate strategic plan	Consistent with this level's jfm knowledge-application rubric: "Defines the long-term corporate and inorganic strategy and the deal-policy thresholds within which the function operates; choices carry multi-year, company-wide consequences."	⟨target⟩	⟨date⟩
Leads the CorpDev organization through senior managers across functions or divisions, owns the senior advisor and banking relationships, and develops the next layer of deal leaders	Consistent with this level's jfm knowledge-application rubric: "Defines the long-term corporate and inorganic strategy and the deal-policy thresholds within which the function operates; choices carry multi-year, company-wide consequences."	⟨target⟩	⟨date⟩

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1. Area: Defines the multi-year inorganic growth and corporate strategy spanning multiple functions and business lines, with choices that shape company success over the long term rather than executing within an existing roadmap  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines the long-term corporate and inorganic strategy and the deal-policy thresholds within which the function operates; choices carry multi-year, company-wide consequences."
   Target:   ⟨target⟩   Due: ⟨date⟩

2. Area: Sets enterprise deal-policy thresholds (target criteria, valuation discipline, risk and capital limits) under which Directors source, structure, and close transactions  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines the long-term corporate and inorganic strategy and the deal-policy thresholds within which the function operates; choices carry multi-year, company-wide consequences."
   Target:   ⟨target⟩   Due: ⟨date⟩

3. Area: Negotiates the most critical, abstract, cross-functional transactions directly with executives, the Board, and senior counterparties where precedent and structure must be created  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines the long-term corporate and inorganic strategy and the deal-policy thresholds within which the function operates; choices carry multi-year, company-wide consequences."
   Target:   ⟨target⟩   Due: ⟨date⟩

4. Area: Acts as the standing strategy partner to the executive team and Board, framing the inorganic vs. organic growth agenda and translating it into the corporate strategic plan  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines the long-term corporate and inorganic strategy and the deal-policy thresholds within which the function operates; choices carry multi-year, company-wide consequences."
   Target:   ⟨target⟩   Due: ⟨date⟩

5. Area: Leads the CorpDev organization through senior managers across functions or divisions, owns the senior advisor and banking relationships, and develops the next layer of deal leaders  [source: JFM responsibility (M6) — reused, no distinct responsibility content]
   Standard: Consistent with this level's jfm knowledge-application rubric: "Defines the long-term corporate and inorganic strategy and the deal-policy thresholds within which the function operates; choices carry multi-year, company-wide consequences."
   Target:   ⟨target⟩   Due: ⟨date⟩

Scorecard

Only perspectives with real canon backing are shown — no Financial or Customer perspective, since nothing in the canon grounds business-financial or customer measures for a role alone.

Internal process

"Defines the multi-year inorganic growth and corporate strategy spanning multiple functions and business lines, with choices that shape company success over the long term rather than executing within an existing roadmap"→ ⟨target⟩ by ⟨date⟩
"Sets enterprise deal-policy thresholds (target criteria, valuation discipline, risk and capital limits) under which Directors source, structure, and close transactions"→ ⟨target⟩ by ⟨date⟩
"Negotiates the most critical, abstract, cross-functional transactions directly with executives, the Board, and senior counterparties where precedent and structure must be created"→ ⟨target⟩ by ⟨date⟩
"Acts as the standing strategy partner to the executive team and Board, framing the inorganic vs. organic growth agenda and translating it into the corporate strategic plan"→ ⟨target⟩ by ⟨date⟩
"Leads the CorpDev organization through senior managers across functions or divisions, owns the senior advisor and banking relationships, and develops the next layer of deal leaders"→ ⟨target⟩ by ⟨date⟩

Role calibration

Meets the scope bar: "A major function or division"→ ⟨target⟩ by ⟨date⟩
Meets the autonomy bar: "Accountable for division strategy and outcomes"→ ⟨target⟩ by ⟨date⟩
Meets the complexity bar: "Enterprise priorities and external factors"→ ⟨target⟩ by ⟨date⟩
Meets the impact bar: "Division-wide / organization-wide"→ ⟨target⟩ by ⟨date⟩
Meets the decision rights bar: "Owns strategy, budget, and org for a division"→ ⟨target⟩ by ⟨date⟩
Meets the leadership bar: "Leads the leadership of a division"→ ⟨target⟩ by ⟨date⟩

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Internal process
  - "Defines the multi-year inorganic growth and corporate strategy spanning multiple functions and business lines, with choices that shape company success over the long term rather than executing within an existing roadmap"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]
  - "Sets enterprise deal-policy thresholds (target criteria, valuation discipline, risk and capital limits) under which Directors source, structure, and close transactions"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]
  - "Negotiates the most critical, abstract, cross-functional transactions directly with executives, the Board, and senior counterparties where precedent and structure must be created"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]
  - "Acts as the standing strategy partner to the executive team and Board, framing the inorganic vs. organic growth agenda and translating it into the corporate strategic plan"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]
  - "Leads the CorpDev organization through senior managers across functions or divisions, owns the senior advisor and banking relationships, and develops the next layer of deal leaders"  →  ⟨target⟩ by ⟨date⟩   [source: JFM responsibility (M6)]

Role calibration
  - Meets the scope bar: "A major function or division"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Scope)]
  - Meets the autonomy bar: "Accountable for division strategy and outcomes"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Autonomy)]
  - Meets the complexity bar: "Enterprise priorities and external factors"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Complexity)]
  - Meets the impact bar: "Division-wide / organization-wide"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Impact)]
  - Meets the decision rights bar: "Owns strategy, budget, and org for a division"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Decision rights)]
  - Meets the leadership bar: "Leads the leadership of a division"  →  ⟨target⟩ by ⟨date⟩   [source: level dimension (Leadership)]