Organization wide performance measurement System

Abstract

A significant amount of work, from Management thinkers and practitioners alike, has gone into the art of defining a good strategy. However, history is replete with examples of good strategy gone wrong. In fact, failure due to poor execution can be more painful as compared to failure due to a poor strategy – poor execution is often harder to correct and causes of poor execution are more often than not systemic. Further, a good strategy can be formulated in relatively shorter time, an ideal recipe for companies dealing with the pressures of Quarter-over-Quarter analyst calls. On the contrary, good execution is harder to demonstrate in a short span and by the time the results of good execution come out, it could be months if not years