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”

Fina

ncia

l &

Capa

city

bui

ldin

g

Pers

pecti

ve

Lear

ning

& G

row

th

Pers

pecti

ve 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

Inte

rnal

Pro

cess

es

Pers

pecti

ve

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

I1

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

I3

Invest in processes that ensure data privacy/

integrity and compliance check ready and gives cues

to risk assessment of operations any time

I

Stak

e-ho

lder

s pe

rspe

ctive

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

C2

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

I5

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!