Over the last century measurement has lain at the heart of management. Indeed, measurement has often appeared to be the central function of management. Scientific Management, for example, involved measuring the performance of workers against pre-determined optimum times. Managers have found different things to measure and more sophisticated means of measurement. And, as every manager knows, what gets measured gets done. The perennial problem for strategy has been that there is no obvious or meaningful means of measuring something so multifaceted and complex.
The most fruitful area for this mania for quantification has been . . .
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