Editing Strategic management (section)

===Measuring and controlling implementation===
[[File:Generic Strategy Map.png|thumb|Generic Strategy Map illustrating four elements of a balanced scorecard]]
Once the strategy is determined, various goals and measures may be established to chart a course for the organization, measure performance and control implementation of the strategy. Tools such as the [[balanced scorecard]] and [[strategy maps]] help crystallize the strategy, by relating key measures of success and performance to the strategy. These tools measure [[financial]], [[marketing]], [[manufacturing|production]], [[organizational development]], and [[new product development|innovation]] measures to achieve a 'balanced' perspective.<ref>{{Cite news|url=https://hbr.org/1992/01/the-balanced-scorecard-measures-that-drive-performance-2|title=The Balanced Scorecard—Measures that Drive Performance|last1=Kaplan|first1=Robert S.|date=1992-01-01|work=Harvard Business Review|access-date=2020-01-15|last2=Norton|first2=David P.|issue=January–February 1992|issn=0017-8012}}</ref>  Advances in information technology and data availability enable the gathering of more information about performance, allowing managers to take a much more [[Business analysis|analytical view]] of their business than before.

Strategy may also be organized as a series of "initiatives" or "programs", each of which comprises one or more projects. Various monitoring and feedback mechanisms may also be established, such as regular meetings between divisional and corporate management to control implementation.