Engaging boards in corporate direction-setting: Strategic scorecards

Stephen A. Drew, Roland Kaye

Research output: Contribution to journalArticlepeer-review

14 Citations (Scopus)


Moves by regulators to drive governance reform have cascaded across the globe. The U.S. Sarbanes-Oxley Act and the U.K. Combined Code are leading examples. The article discusses how boards can contribute to strategic conversations and share responsibilities for strategic management with the CEO and top teams. We discuss how tools like balanced scorecards can align the focus of directors towards future opportunities and risks. It is suggested that boards adopt a strategic scorecard as implemented by CIMA1 to engage in strategy. This holistic framework provides a common language and structure for top-level decision-making and leads to enhanced performance for stakeholders.
Original languageEnglish
Pages (from-to)359-369
Number of pages11
JournalEuropean Management Journal
Issue number5
Publication statusPublished - Oct 2007


  • Strategic planning
  • Scorecards
  • Boards of directors
  • Strategic decision-making
  • Board effectiveness
  • Corporate governance

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