What does V2MOM stand for?

V2MOM stands for Vision, Values, Methods, Obstacles and Measures. It is a strategic alignment framework created at Salesforce that captures what you want to achieve, what matters while achieving it, how you will do it, what stands in the way, and how you will know you succeeded.

How is V2MOM different from OKRs?

OKRs pair objectives with measurable key results on a quarterly cycle. V2MOM adds explicit Values (decision-making priorities) and Obstacles (named risks) and is usually written annually, then cascaded. Many organisations write an annual V2MOM and run quarterly OKRs inside its Methods.

Can V2MOM be tracked in strategy execution software?

Yes. Vision and Values map to the strategy record, Methods map to initiatives and programmes, Obstacles map to the risk register, and Measures map to KPIs with targets, actuals and RAG status — which is how StratexHub models a V2MOM end to end.

Framework guide

V2MOM Framework: Vision, Values, Methods, Obstacles, Measures

V2MOM is the alignment framework Marc Benioff wrote on the back of an envelope in Salesforce's first year and still runs the company on. Its strength is not the acronym — it is that a single page forces leadership to state what matters, what will get in the way, and what number proves it worked. This guide covers how to write each section and how to operationalise it so it survives past January.

1. The five components

Component	Question it answers	Execution artefact
Vision	What do we want to achieve?	Strategy statement / destination
Values	What matters while we achieve it?	Decision-making tie-breakers
Methods	How will we get there?	Initiatives, programmes, projects
Obstacles	What stands in the way?	Risk register entries with owners
Measures	How will we know we succeeded?	KPIs with targets and RAG status

2. Writing the Vision

One or two sentences, outcome-led, time-bound, and free of internal jargon. A good test: a new joiner should be able to repeat it after reading it once. Avoid stacking three ambitions into one sentence — if it needs an "and also", it belongs in Methods.

If you need worked examples, see our vision statement examples guide.

3. Values are ranked, not listed

The mistake most teams make is writing five values of equal weight. Values in a V2MOM are ordered, because their job is to resolve trade-offs: when speed and compliance collide mid-year, the order tells the team which one wins without escalating. Three to five, ranked, each with one line of "what this means when we have to choose".

4. Methods: the executable layer

Methods are the only section that consumes budget and headcount. Keep them to five to seven at the enterprise level, each with a single accountable owner, a start and end date, and a funding line. Anything smaller is a task inside a Method, not a Method.

Every Method has one owner — never a committee.
Every Method links to at least one Measure, or it is unfalsifiable.
Methods cascade: a division's Vision is usually a parent Method.

5. Obstacles: name them before they bite

Obstacles are the section teams delete first and regret most. Writing them down converts a vague worry into an owned, mitigated risk with a review date. Treat each Obstacle as a risk register entry: likelihood, impact, mitigation, owner, next review.

6. Measures: two per Method, maximum

Measures must be quantified, sourced from a system rather than a slide, and scored on a fixed cadence. Two per Method is enough — one leading, one lagging. Define the RAG bands up front so status is computed, not negotiated; see the RAG threshold guide.

7. Cascading V2MOM across the organisation

Enterprise V2MOM is written and published first — visible to everyone.
Each business unit writes its own, where its Vision supports a parent Method.
Team-level V2MOMs follow, ideally within three weeks of the enterprise version.
Every level's Measures roll up mathematically, not narratively.

8. V2MOM vs OKRs vs Balanced Scorecard

	V2MOM	OKRs	Balanced Scorecard
Cycle	Annual, reviewed quarterly	Quarterly	Annual, reviewed monthly
Strength	Alignment and trade-off clarity	Focus and velocity	Balanced performance view
Handles risk	Yes (Obstacles)	No	Partially
Best for	Company-wide narrative	Team execution	Board and regulator reporting

These are not mutually exclusive. The pattern we see most in GCC enterprises: an annual V2MOM for narrative and alignment, quarterly OKRs inside the Methods, and a balanced scorecard for board reporting.

9. Running your V2MOM in StratexHub

StratexHub models a V2MOM natively: the Vision and Values live on the strategy record, Methods become initiatives and programmes with owners and budgets, Obstacles become risk register entries with mitigation workflows, and Measures become KPIs with targets, actuals and automatic RAG scoring. Cascading is structural, so a divisional Measure rolls into the enterprise view without a re-keyed spreadsheet.

See the strategy management platform overview, or start a trial and write your first V2MOM in the product.