Strategy monitoring and evaluation is a lot more than reporting metrics. Organisation must develop the review process and review style that will work with the current culture. The emphasis must be on the review process, with the goal being course adjustments, not measurements. Senior management needs to be committed to both the strategic planning process that will generate the goals and the control/review process that follows, or all of this will have been a waste of time.
The actual review process can be informal or a rigid periodic review. It is the style and openness of the review that makes all the difference in whether the organization will quickly seek effective course adjustments, or ignore much of the scorecard because in the end, the old lagging metrics are still implicitly the most important thing. When a review meeting is well run it is much more than a control tool. It is a problem-solving session where the business examines what it has learned since the last review, with data (the metrics), that serves as a basis for ongoing adjustments for even better performance. These adjustments are in the form of how resources should be reallocated.
