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Purpose This paper aims to look at the problems of measuring the performance of business strategy. The authors look at the problem using two classical performance management paradigms and suggest a third approach which treats strategy as a stochastic network of actors and manoeuvres between those actors. Design/methodology/approach This has been developed using action research in a number of strategy projects with a range of organisations in the private, public and third sectors. Findings The two normal paradigms in use for performance measurement and management both struggle when applied to strategy. The problems are not merely ones of execution, they are much more fundamental and sit at the level of conceptual design. Modelling strategy as a series of manoeuvres between different actor organisations is both a more useful way to develop strategy but also provides a simple way to develop measures of strategic performance that can tell us not merely whether the strategy is being executed but also whether it is working. Originality/value The paper describes a totally new approach to measuring strategy – both its execution and also its effectiveness which contrasts with both the two prevailing paradigms commonly used in the field of strategy.

Change is again in the spotlight. Much of the current debate about organizational change is focusing on large scale changes, e.g. public sector reshaping or the role of the third sector, for example, and many private sector organizations are working hard on internal efficiencies. All of these bring huge challenges. But what about the people and the teams within these organizations, who must continue to deliver today as well as achieve changes to their own roles and services for delivery tomorrow? This article describes some of the current drivers of change, and the challenges for teams. It highlights a number of models and approaches which describe the cycle of change and the elements of team effectiveness, and gives practical advice on how to use those to develop and support teams in a time of change. Our advice is grounded in good practice gained through real life experience, with practical tips and suggestions. These will help readers to build and rebuild teams so that they remain effective and the people in them motivated and aligned to the organization’s goals.

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