"If you're afraid to fall, you fall because you're afraid. Everything is choice." - Daniel Ilabaca, parkour athlete

Daniel Illabaca is a parkour athlete. What he does is hard to describe in words. Daniel climbs perilous heights, runs along narrow ledges, leaps in succession over walls, curbs and posts, and always lands on his feet. Daniel Illabaca is not afraid to fall. He leaps without fear.

Control charts have long been used in manufacturing, stock trading algorithms, and in other process improvement methodologies like Six Sigma and Total Quality Management (TQM). The purpose of a control chart is to set upper and lower bounds of acceptable performance given normal variation. In other words, the control chart serves to "sound the alarm" when a process shifts (like a machine suddenly breaking on a factory floor) or if someone has a good breakthrough that needs to be documented and standardized across the larger organization.

Here is an illustration: (citation)

The Balanced Scorecard system typically uses a baseline, regular measurement and tracking against a target. Actual control charts might not be ideal for your Scorecard, however, the theory is still valuable

One of the first questions that public sector and non-profit leaders need to ask when embarking on a new strategy management initiative is: "Who are the Owners of the strategy?"

Who is accountable for establishing and maintaining the objectives, measures, and initiatives that will determine whether your organization's strategy succeeds? These are the Owners. And their role is one of the most important in your organization. Whether your new strategy succeeds will depend in large part on the kind of Owners you have working to implement it.