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What if we could measure performance in all the areas that contribute to our strategic goals?

Once a company has invested the time in defining its strategic goals the focus switches to the challenging task of orientating all business activity towards the achievement of of these goals.

Typically this involves key measurements in place to record the purely financial outcomes of performance. As these measures are of outcomes, rather than inputs, there is a significant time lag between implementing changes within the company to measuring the impact of these changes. Building an understanding of the linkage between actions taken directly by management and the impact on strategic financial goals becomes a costly exercise in trial and error.

However, if all areas within the company are monitored and measured in direct relation to their contribution to strategic goals then management can quickly identify where meeting a goal is under threat and take remedial action. This holistic view needs to include not only a financial perspective but also the customer's, internal processes, and innovation.