Regardless of the specific strategic planning processes for corporate social responsibility ("CSR") initiatives, companies must be sure that they create adequate controls so that activities carried out in furtherance of the strategic, tactical and operational plans can be monitored and evaluated. This serves several important purposes including making sure that the plans and their associated activities are being executed properly and on a timely basis and that adjustments can be made as necessary in order to remedy weaknesses in the original plans and/or adapt to unforeseen changes in the company's business environment. Attempts to measure strategic planning effectiveness had traditionally been limited to using financial criteria that provide a scorecard of the financial performance of the company; however, new approaches to assessing organizational results and performance adopted over the last few decades had expanded the notion of strategic planning effectiveness to include many other non-financial, qualitative criteria associated with core business process, customers, employees, organizational learning and innovation and other core areas in the companies important for the overall organizational performance.