Dear Bob ...We have a really tough time measuring the implementation of strategic initiatives. If you're short of column ideas, I'd definitely read that one! (Of course, I read them all, so I'll read that one twice!)- In need of some metricsDear In need ...Measuring the implementation of strategic initiatives is one of those questions that's easily answered at a high level - but the devil is in the details.There Dear Bob …We have a really tough time measuring the implementation of strategic initiatives. If you’re short of column ideas, I’d definitely read that one! (Of course, I read them all, so I’ll read that one twice!)– In need of some metrics Dear In need …Measuring the implementation of strategic initiatives is one of those questions that’s easily answered at a high level – but the devil is in the details.There are really two ways to interpret the question. One is how to measure progress. The other is how to measure success. Measuring progress isn’t that different from measuring progress in small-scale project plans, if you’re designing your strategic programs and initiatives properly. If you are, each has a roadmap – a PERT-chart-style description, where each box is a project within the initiative or program (as we use the terms, programs are composed of initiatives, which are composed of projects). To measure progress you just keep track of which projects are done. You also keep track of which, among those currently in progress, are green, yellow, and red.If you’re “chunking” programs and initiatives this way, measuring progress is relatively straightforward. If you aren’t, it’s virtually impossible.The more interesting challenge is measuring success. When a company has trouble with this, it’s usually a symptom of a governance challenge: The objective and goals of the strategic initiative or program weren’t well defined during the approval cycle. If they were, there wouldn’t be much of a problem. “The objective is to improve cycle time by 10% while reducing unit costs by 5% within six months of completing the implementation.” Okay – before starting collect baseline measures. Six months after the implementation, see if cycle time has been reduced by 10% and unit costs have been reduced by 5%.It’s easy in principle. Making it work in real organizations, with all of the politics, pressures, and back-fence decision-making executives and managers are accustomed to … that’s the challenge.From my perspective, that’s a good thing – it’s bread-and-butter consulting work. If it were as easy in practice as it sounds in principle, nobody would need our help! – Bob Technology Industry