In a business climate that brutally punishes the unwise, inefficient or slow-moving, CEOs have rarely been under as much pressure to develop great strategy and then execute with precision.

Organisations that have failed in those tasks have fallen by the wayside, and the list of senior executives who lacked the foresight and insight to avert disaster is getting longer with every passing day.

The task of executing an organisation’s strategy usually falls to the Chief Operating Officer (COO), while responsibility for measuring progress or success of that execution resides with the Chief Financial Officer (CFO). As markets, strategies, organisations and operating models continue to evolve and become more complex, the lines between operational execution and performance measurement have blurred. However, one thing that is not uncertain in this climate is the critical importance of information measurement and management to enable execution.

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