Measurable? Yes! Meaningful? Not so much. In this article we explain the common mistake made by organisations when planning their objectives under the scope of an ISO management system.

When auditing we find that, while organisations have set their objectives, some haven’t fully considered whether it’s in line with their strategic direction and planning / resource constraints. Here, objectives appear to be standalone targets rather than the outcome of a coherent planning process. This disconnect raises key concerns not only about the effectiveness of the management system, but also about how well it supports the organisation’s long-term success, and it all relates to that well known theme of ticking the box, but missing the point.

How Do I Set ISO Objectives?

Clause 6.2 of the ISO standards (such as ISO 9001, ISO 14001, or ISO 45001) requires that organisations set measurable objectives at relevant functions and levels, and that they maintain documented information on those objectives. These objectives must be consistent with the policy, be measurable (if practicable), and take into account applicable requirements, as well as the results of risk and opportunity assessments.

But what the clause also demands, though it is sometimes overlooked, is a clear line of sight between strategic intent, identified risks and opportunities, and the objectives that are then formulated.

In many audits, we find that while objectives are written down, they do not appear to stem from a broader strategic conversation. Instead, they may be recycled year after year with little analysis, or chosen simply to fulfil the requirement for “something measurable.” A tick-box exercise.

This approach misses the point of the clause. Objectives should not be chosen in isolation; they should be a logical response to the organisation’s context and the risks and opportunities identified under Clause 6.1. Moreover, they should be designed to drive the business forward in line with its strategic direction.

Why Is Leadership Important for ISO Compliance?

The leadership team plays a crucial role here. It is leadership who must ensure that there is alignment between the strategic direction of the organisation and the management system objectives. That means not only being involved in their creation but also ensuring that the planning to achieve them is robust and realistic.

Without this leadership oversight, objectives can become an administrative exercise rather than a dynamic management tool. The key is to create a line of sight, and it often helps to consider:

• Context and strategy: What is the organisation trying to achieve, and what are the internal and external issues influencing it?
• Risks and opportunities: What challenges or chances for improvement arise from this context?
• Objectives: What goals can be set to address these and support the overall strategic direction?
• Planning and resources: What will it take—time, people, tools, investment—to actually achieve the objective?

Only when this chain is clearly in place can we say that Clause 6.2 is being truly fulfilled.

Planning your ISO Objectives

Another common audit finding relates to planning. While objectives are stated, there is insufficient evidence that organisations have planned how they will be achieved. Clause 6.2.2 outlines the need to determine:

• What will be done?
• What resources will be required?
• Who will be responsible?
• When it will be completed?
• How the results will be evaluated?

Without attention to these points, even well-intentioned objectives can fail. Planning is not optional – it is integral to turning goals into outcome.

Clause 6.2 is not just about having objectives, it’s about having the right objectives, grounded in strategy, supported by planning and resourced for success. It’s also a valuable opportunity – when used properly, it can become a driver of genuine organisational improvement.