Measuring Success: Aligning Strategy, Processes and Metrics

Arnoldo C. Hax and Dean L. Wilde

Chapter Chapter 9 in The Delta Project, 2001, pp 175-191 from Palgrave Macmillan

Abstract: Abstract Strategy without measurement is like poetry; it is wonderful but not a very practical way to communicate. Thus far we have concentrated on the big issues of strategy: generating a vision by selecting a creative strategic position using the Triangle; developing a Strategic Agenda that supports that vision; and properly aligning the key tasks of execution through the Adaptive Processes. Now we turn our attention to the overall issue of metrics as a critical element to measure the success of the business. Metrics are required to define performance, delineate accountability, monitor progress, and establish the feedback mechanisms necessary to change the course of action whenever this is needed. As we will show in this chapter and the next, metrics have to be defined in the large and in the small — what we refer to as Aggregate and Granular Metrics.

Keywords: Life Cycle Cost; Service Feature; Align Strategy; Customer Interaction; Customer Target (search for similar items in EconPapers)
Date: 2001
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DOI: 10.1057/9780230288089_10

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