Reflecting on what it is we set out to achieve and measuring our success is part of doing business.
We often report on sales, profit, pipeline and cash, but we don’t always think about some of the softer measures that provide a more holistic appraisal of an organisation’s health. Obviously, timing and the decisions that need to be taken drive what is actually measured and when, but sometimes these are the only areas of focus.
The key drivers have to be reviewed frequently because, ultimately, they are what keeps the lights switched on. More in-depth reviews don’t have to happen as regularly, because those measures don’t change as frequently. The key is to strike a balance between the two.
We are talking to clients about this conundrum. Get in touch if you would like to join the discussion.