of management and are often useful complements to other indicators. By focusing on specific measures, however, we hope we have drawn attention to their importance and that this encourages additional effort at improvement, regardless of the imprecision involved. The use of multiple indicators builds in some redundancy and fail-safing. Finally, the measurement of measurement also often needs alteration. Accounting systems, which keep track of and record results are typically tied to modes of value creation that have been or need to be jettisoned. Just as the temperature indicated by a thermometer depends on how it is calibrated, the value indicated depends on the measuring system. In sum, a value sensitivity has to pervade individuals and groups in an organization and the activities they perform in concert with each other and with suppliers and customers. Value sensitivity is central to the indicators of value as well. As the firm evolves its unique value focus, the Indicators too will evolve with it. And changes in the measures of value must be achieved in the same way value maximization ideally should be, internally and voluntarily.