Many successful organisations set goals then go about achieving or better still exceeding them.
Good examples abound such as Briscoes and Rebel Sport which publish their business plan targets then regularly exceed them by encouraging staff and communicating the value proposition to customers and shareholders, then lift the next year's targets, generally showing what a good leader Rod Duke is.
The critical part of this is that the targets have to be meaningful and achievable.
The best way to disincentivise both staff and customers plus the general public is to set clearly unrealistic targets that all parties immediately ignore in search of excuses for failure. The lessons of Joseph Stalin's grand five-year Russian production targets and their consequent failure have not been learned in at least two very prominent and influential cases back here.
I was in a group addressed recently by the chairman and CEO of the Blues who announced to the astonished and snickering group that the Blues' goal was to become the best sports club on earth. This from a team languishing at the bottom of Super Rugby!
A much more fitting goal would have been to get in next year's semifinals and the following finals. A push indeed but quite possibly achievable.