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Improving strategic oversight: the CIMA strategic scorecard

Gillian Lees (Gillian Lees is a technical expert within the technical department of CIMA. She has been working on corporate governance issues for over five years and has been heavily involved in IFAC/CIMA’s enterprise governance project from the outset. She has a background in the City of London, having worked in various head office departments of NatWest Bank, including strategic planning and financial analysis where she was involved in balanced scorecard implementation. She has also worked at the Bank of England within banking supervision and the international division.)

Measuring Business Excellence

ISSN: 1368-3047

Article publication date: 1 December 2004



Enterprise governance is an emerging concept which emphasizes the importance of balancing the corporate governance and performance management aspects of the organization. In the light of recent corporate scandals, there has been considerable pressure worldwide to improve standards of corporate governance through new codes of best practice and legislation. While necessary, there is a danger that with so much attention on control issues, the need for companies to create long‐term wealth and to pursue the right strategies to achieve this is overlooked. Research has shown that a particular challenge for boards is to maintain effective oversight of the company’s strategic position and progress. In response to this “gap” in oversight, The Chartered Institute of Management Accountants has developed a strategic scorecard. The scorecard is currently under development but is introduced here as a potentially valuable strategic management framework.



Lees, G. (2004), "Improving strategic oversight: the CIMA strategic scorecard", Measuring Business Excellence, Vol. 8 No. 4, pp. 5-12.



Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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