The document discusses the CEO Scorecard, focusing on transitioning from mandates to comprehensive organizational enlightenment through strategic governance, talent management, and effective communication. It emphasizes the need for technology-driven data processes, risk assessment, and empowering execution culture while maximizing economic value and creating new revenue streams. Best practices in performance management are suggested to align organizational objectives with holistic leadership development and stakeholder engagement.

1. The CEO Scorecard
“ The path from Mandate to 360*
enlightenment ”
“ The interpretation of the rear view mirror kaleidoscope
should be better than the front windshield mirror at all
times”

2. Financial&
Capacitybuilding
Perspective
Learning&Growth
Perspective
Leverage the board’s compensation n
talent management n Governance
committees to build pipeline of gernalists n
specialists within and give career roadmaps
for star performers within.; learn from
peers/ other benchmarked firms on
governance n compliance adherence best
practices
Build platforms of talent grooming that can
play “ CSR”, execution capabilities n Strategy
formation roles.. By providing seamless
communication models, mentoring / coaching
opportunities to potential leaders by ceating
platforms to interact board members
Work with human capital
department to create a learning
organization all-round synergizing
competencies, experiences of other
and constantly develops leader at
different levels
InternalProcesses
Perspective
Implement and sustain use of
technology for getting “ timely,
relevant and executable data-
driven actions” which can be
communicated across organisation;
bring the board to the heart of the
organisation buzz through a flat
structure n systems
I
1
Execute processes that
empower, help measure
outcomes at different
levels and provide data
on decision making
triggers to other CXOs..
To recalibrate n plan
their own objectives/
KRAs/ KPIs etc.
Build culture of “
strategy planning
understanding by
many, execution
that is empowering
for objectives n
action plans to be
determine bottom-
up
I
3
Invest in processes that
ensure data privacy/
integrity and compliance
check ready and gives cues
to risk assessment of
operations any time
I
Stake-holders
perspective
Economic Value
Added at industry
benchmarks min. And
Assets utilisation
maximisation
1
Prudently guard margins
across business cycles
by offering of portfolio
of services to diverse
customer segments
Achieve increase in
productivity of capital
deployed, IP created and
offerings created to
ensure ROI, ROCE at
industry benchmarks
Ensure end customer life
time value to build a
compelling services equity
through relevant offerings
using various schemes
Practice prudent risk
mgmt n compliance norms
to ensure transparency in
business practises and
reporting standards
C
2
End customer, value
chain partners as
partners in disruptive
offerings, incentivizing n
rewarding them
accordingly to build a
strong brand pull
Drive board outcomes for self, set
expectations and use executive n
non executive members to enable
“ questioning/ execution support
them and extract detailing devils
advocate qualities from them
Ensure predictability
, sustainability,
profitability of
revenues/ profits/
cash flows
Leverage the diversity of
organisation, board
members, non-tangible
assets n tangible assets to
create new revenue streams
for immediate n future
markets
Set strategic directives,
identify “ lead” n “ lag”
indicators of business and
communicate to all the levels
to build culture of ownership
n empowerment driven g a
lean footprint setup
End Customers Channel Partners
Product Delivery
Structure
Performance management & skills
Benchmark against best
practises within industry and
from other industries to
identify relevant practises and
ways of implementing them
by stronger” management –
workers” symbiotic
I
5
Note:- 1. The “ Strategy map” facilitates the CEO in constantly “ reworking the DNA” of the organisation and addressing the execution demands, Performance expectations
keeping in mind the inherent strengths, weaknesses; hidden tangible n non tangible assets to keep sight on “ STRATEGIC” AND “ OPERATIONAL DRIVERS” of the business!