Measuring Strategic Performance
A traditional Board reporting package tells Directors more about the company’s past than about its future. The emphasis is short-term operational performance, not long-term strategic performance. Can we do better? Can we give the Board a “strategic dashboard” to monitor strategy implementation and make management responsible for strategic performance?
This article was first published in "Boardroom" in April 2006 by the Institute of Directors in New Zealand and is under copyright. If you use or quote from this material please attribute it to the author and publisher.