Senior leaders have been wrestling with strategy for years. There has been a trend over the last few decades of linking metrics to strategy. This has obvious benefits, but can be counter productive. An article in the September issue of the HBR highlights an example, where this has gone spectacularly wrong. Wells Fargo was an extreme example of where using metrics to drive sales induced staff to setup deposit and credit card accounts without the client consent.There were significant fines, reimbursement of fees and the consequent loss of reputation.