Measurement has become something of a Holy Grail within management science.  We are often told, “You cannot manage what you cannot measure.” However, measurement can be fraught with ambiguity and unintended consequences.    

I was very impressed when I looked at Teach First (annual report 2022/23) and its key definitions of success.

When you think of measurement of impact, particularly in the role of a Portfolio Executive and especially when seeking to influence organisational operations, you will notice that most organisations tend to concentrate heavily on activities.   

I was very impressed when I looked at Teach First (annual report 2022/23) and its key definitions of success.

Once you start measuring impact, it becomes fundamental to understand what effect you want to achieve. Many organisations face the challenge of having too many different impacts to achieve.

I was very impressed when I looked at Teach First (annual report 2022/23) and its key definitions of success.

Impact, outcomes, activity, SMART goals, KPIs, and OKRs—this smorgasbord of management jargon too often belies the reality that activity is not enough.

How do you ensure that activity delivers the impact you aspire to?