The holy grail of all organizations is connecting strategy to execution. Many organizations have a great strategy and it doesn’t get executed. And others have no strategy at all, but execute with precision. How can you ensure that strategy and execution are interconnected?
When we track metrics in business, I notice that people often hesitate to use a metric if they can’t prove causation. Are we too caught up in the accuracy of our metrics, and missing the information that metrics can provide?
Metrics are a powerful thing, but as Spiderman knows, “with great power comes great responsibility.” Bad metrics and even good metrics that fall into the wrong hands, can be used in ways that can harm the organization and its people.
Our worlds are circular and cyclical, let’s show it that way. Stop trying to force things that are circular to be linear.