Strategic intent, measurement capability, and operational success: making the connection

Abstract

Discusses how many competitive initiatives have been implemented in the quest for competitive advantage; however, these initiatives have frequently failed to yield the sought after improvements in firm competitiveness. Part of the implementation problem is that strategic initiatives often lack the organizational support needed for success. To understand the linkage better between strategic intent and value‐added performance, looks at the relationships that exist between strategy, measurement, and operational performance. Reveals that significant gaps exist between selected strategic priorities and both measurement capabilities and performance. Suggests expanding measurement horizons to include a broader range of non‐traditional measures. By increasing strategic alignment companies can expect to increase their competitive performance.

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