There's a lot of talk about measurement and the need to measure what advances the strategy.
The question that always immediately arises is: What are the right metrics? How do we find (or invent) them?
The truth is that people almost always try to resort to trivial things or invent from scratch.
An excellent source to look for metrics on strategic management topics is... management books.
Take organizational adaptability, for example. The meaning of organizational adaptability is a good (and fast) ability to implement organizational changes.
Go and search change management books. Understand the different stages in change management and what is required. From there, it will be easy to deduce the correct metrics.
According to Kotter's approach, the first stage is creating a sense of urgency. Of course, the ability to convey organizational messages is required for this purpose. Examine what channels exist in the organization, whether they reach all or some employees, and their effectiveness.
According to Hiatt and Creasey, for example, it's advisable to analyze the resistance factors (awareness, desire, knowledge, ability) in advance and act accordingly. Also, examine whether there is a survey system and how well it functions.
Take the topic of action, for example. The excellent book "The Knowing-Doing Gap” explains what causes most companies and managers to take all the suitable courses, hear all the great ideas, and yet err repeatedly. The book talks about the gap between talk and action. An organization characterized by talk will have many discussions and many presentations. In an organization characterized by action, discussions will constitute only a more minor part of the workday. This is just an example, and the book, of course, contains additional principles.
Take innovation, for example (which almost no organization doesn't boast about as a value). There are wonderful books on innovation, such as "Making Innovation Work." The book talks about an integrated portfolio of small and significant innovations; innovation implemented not only in R&D but throughout the organization, etc. Each of these can already be measured.
The bottom line: Smart people have already devoted thought and gained insights on how to advance sales, growth, and management strategies. Use them in building your metrics.
It also teaches for the benefit of business intelligence and organizational improvement, but no less enriches on a personal level.
Worth it!
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