Scope and inclusion: goal-setting should span the entire organization so that individual, team, and department goals align with the overall strategy. When the process is completed across the organization, goals cascade from top leadership through all levels, creating shared direction, clear expectations, and consistent performance measures. This broad participation fosters buy-in, transparency, and coordinated resource allocation, which are essential for turning strategy into results. If the process were limited to management, focused only on a single department like sales, or applied to only a subset of employees, it would create misalignment and silos. Frontline and non-sales teams might pursue objectives that don’t support broader priorities, and measurement would become inconsistent. That is why an organization-wide approach best fits the example.