Quantified Measures of Outcome

It’s easier to be busy than strategic

There’s that old truism that any path will do if you don’t know where you’re going and sadly, it’s a maxim that rings true in too many companies and on too many boards when it comes to strategy.

For if there’s one thing I’ve learned over my long career, it’s that strategy without quantified measures of outcomes is, as Henry Ford would have said, bunk.

I recall talking to the managing director of a large Sydney-based company whose key responsibility was taking care of a philanthropic fund bequeathed to it and each year deciding which of the many worthy causes applying for a grant from an annual allocation of some $150-million would be successful.
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