In the management context, measuring requires that we consider aspects such as: What is important : what do we need to achieve/avoid and, by implication, what is not [so] important, the stuff we can afford to ignore or perhaps monitor passively. Score bonus points for determining importance specifically in relation to achievement of the organisation's business objectives , goals, aims, purposes, visions, missions, targets, strategies, plans, future state or whatever, given that I'm talking about measuring in the corporate management context. There is clearly a strong emphasis on the future here, although where we are now and how we got here may also have some relevance ( e.g. if the organisation has done particularly well in innovation or market penetration or resilience or whatever, management should probably retain and protect those capabilities, ideally enhance and build upon them - avoid inadvertently harming them anyway). What does 'success' look like : develo...