The co-founder of Microsoft, Paul Allen said,
“For me, goals and daily metrics are the key to keeping me focused. If I don’t have access to the right stats, every day, it is so easy for me to move on mentally to the next thing. But if I have quick access to key metrics every day, my creativity stays within certain bounds–my ideas all center on how to achieve our goals”.
Jim Collins in the book Good to Great found that the most successful companies have laser-like focus on finding what drives resources, what they can be best at, and what their team is most passionate at accomplishing. Discipline in execution and focus on core ideology is found most often in the most successful companies. Constantly measuring execution of these strategies is necessary to reach these goals, but measurements alone will not provide sustained competitive advantage – this is the job of culture.
Jay Barney, from the Fisher Business School at The Ohio State University, who is an expert in strategy, has told us that culture determines sustainable competitive advantage for the organization. Thus, a bridge must be built between strategy and culture to reach sustained success. This is reflected well in the entertaining YouTube video, Culture Eats Strategy for Lunch produced by the Coffman Organization, a consulting firm specializing in creating engaged cultures: