Confusion; That's what it is. We are all looking for the answer to the vernacular used within scorecards, dashboards, and other performance managmement framreworks that include the use of measures and KPIs. Here's how I understand this space:

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In the 10th anniversary issue of The Balanced Scorecard Report: The Strategy Execution Source, Norton and Russell indicate how organizations can tie their advanced tactical objectives to a cycle of design and execution on the operational level. This design for execution at the operational level includes four components--a process model, innovation techniques, theme teams, and IT infrastructure. Together, the four elements support all of the stages of strategy execution. Theme teams have evolved into a growingly popular method of overseeing strategic goals and implementation. The main purpose of theme teams is to have direct oversight of the strategy execution throughout three main stages: design, installation, and operations. Strategy should be divided into harmonizing theme teams, in which focus around operations management, customer relations management, and product management.

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Nearly four years ago, Pfizer's Global Manufacturing (PGM) in Australia was facing financial troubles. With rising costs, prices, fierce competition in the industry, PGM had to consolidate several of their locations. The West Ryde location remained; however, a new strategy had to be developed in order to remain viable in the economic conditions. In 2007, PGM-West Ryde began to restructure their strategy by reinforcing leadership and cost management.

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