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Corporate governance and measuring performance

John Wilkes (John Wilkes is Head of Performance Management at SAS UK and has over 20 years experience in IT, finance and performance management. He focuses on solutions that seek to improve the management processes within organizations, including strategic, planning and financial management. John is a chartered accountant and before joining SAS worked on customer satisfaction, business transformation and balanced scorecard programs, as a consultant and line manager in the services, finance, energy and public sectors. John believes that measuring overall corporate performance is becoming increasingly important and will play a key role in managing the communication with investors and analysts. Top management need to demonstrate more clearly the value they contribute to share price stability and growth – they are, after all, managing all our future pensions.)

Measuring Business Excellence

ISSN: 1368-3047

Article publication date: 1 December 2004



Discusses corporate governance, which is increasingly being seen as the hallmark of a well run company, and how this should be demonstrated. Questions how governance should be measured and communicated. Concludes that performance measures need to be supplemented by contextual information on the business and its situation, and that measures should be unique to the organization and its competitive strategy.



Wilkes, J. (2004), "Corporate governance and measuring performance", Measuring Business Excellence, Vol. 8 No. 4, pp. 13-16.



Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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