Improving corporate governance with the balanced scorecard
By: Robert S. Kaplan, Michael E. Nagel
Contributors: Nagel, Michael; Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 04-044; Working paper (Harvard Business School. Division of Research) -- 04-044
Publisher: Division of Research, Harvard Business School
Published: 2004
Place of publication: Boston
Language: eng
Description: The paper argues that board members, burdened by limited time and limited information, can participate in a more effective and efficient governance process by implementing a three-part Balanced Scorecard program. The program starts with an enterprise scorecard enabling the board to become more informed about the enterprise's strategy so that it can perform better its five primary responsibilities. The board can also create a Board Scorecard, which defines its primary outcomes, board processes, and skills, information, and meeting dynamics for more effective governance. Finally, executive scorecards enable the Board to evaluate the performance of each senior executive and his or her succession plans.
Notes: "December 2003"--Added t.p.

Includes bibliographical references.