The scoreboard, and what is not on it. The hard targets, how often each is actually
looked at, and the quiet signals that never reach a dashboard.
Strategic Programme ROI
The actual return on investment for the strategic initiatives you lead, compared to the projected return in your business case.
Target · Achieve 80%+ of projected ROI within 18 months of programme launch. If your new market entry strategy projected £5M in incremental revenue after 18 months, we'd expect to see at least £4M in actuals. Anything less means we need to understand why.
New Market Entry Success Rate
The percentage of new market entry strategies you've designed and overseen that meet their initial revenue and profitability targets within 24 months.
Target · 75% success rate for all new market entries under your guidance. If you led three new market entries in 2024, at least two of them should be hitting their revenue and profit goals by late 2026. One failure is a learning; two is a problem.
Team Development & Retention
The growth and retention of your direct reports (Strategy Analysts/Associates).
Target · 85% retention rate for your direct reports, with at least one promotion within the team annually. You've got three direct reports. We'd expect all three to still be with us next year, and at least one of them should be ready for that next step up, perhaps to a Senior Associate role.
Strategic Recommendation Adoption Rate
The proportion of your strategic recommendations that are formally adopted and funded by relevant business units or executive leadership.
Target · 70% of major strategic recommendations adopted within 6 months of presentation. You proposed five major strategic shifts this year. We'd want to see at least three or four of those actually get the green light and budget allocation. Otherwise, your work isn't landing.
Stakeholder Trust & Influence
How often you're proactively sought out by senior leaders and regional VPs for strategic input, even on topics outside your immediate project scope. It's about being seen as a go-to expert.
- You're regularly invited to informal discussions with senior leaders, not just formal meetings. Regional VPs call you directly for advice before making big decisions. Your opinions are genuinely valued and shape the conversation, not just reported. People listen when you speak, and they come to you for advice.
Quality of Strategic Storytelling
Your ability to take incredibly complex analyses and distil them into clear, compelling, and actionable narratives that resonate with executive audiences. It's about simplifying without dumbing down.
- Your presentations are consistently praised for clarity and impact. Executive summaries are concise and hit the key points. People understand the 'so what' and 'now what' without needing a long explanation. You get nods of understanding, not blank stares, from the C-suite.
Anticipation of Market Shifts
Your knack for spotting emerging trends, competitive threats, or geopolitical shifts before they become obvious, and proactively incorporating them into our strategic thinking.
- You present early warnings or opportunities that later prove accurate. You're bringing new, relevant external insights to the table that others haven't considered. Your strategic plans include contingencies for 'black swan' events that actually materialise or are at least plausible.
Team Empowerment & Mentorship
How effectively you develop your direct reports, giving them challenging work, constructive feedback, and opportunities to grow.
- Your team members feel supported and challenged. They're taking on more complex tasks independently. They speak positively about your guidance. You're actively coaching them through difficult problems, not just solving them yourself. They're getting promoted, or at least ready for it.
