The strategic control system is intended to to make sure that actions are being taken as planned. However, a second but CRUCIAL purpose of the control system is to make sure that the implementation of actions is having the intended impact on strategic goals and the accomplishment of the vision. One of the key means for doing this is to identify a few key indicators to monitor for the vision and strategic goals. Historically, some leaders have resisted the use of such "crude" indicators, and have contended that until we can get a perfect, risk adjusted, direct measurements, then it is "wrong" to rely on such indicators. What so you think about this issue? Are organizations better off monitoring "crude" indicators to measure their progress toward achieving their vision and strategic goals than nothing at all?