Reading Financial Reports

William J. Bruns; Paul M. Healy; J. H. Hertenstein; Robert S. Kaplan; Sharon M. McKinnon

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Book | 2002

Reading Financial Reports

by William J. Bruns, Paul M. Healy, J. H. Hertenstein, Robert S. Kaplan and Sharon M. McKinnon

Keywords: Finance; Reports;

Format: Print

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Citation:

Bruns, William J., Paul M. Healy, J. H. Hertenstein, Robert S. Kaplan, and Sharon M. McKinnon. Reading Financial Reports. 2nd ed. Business Fundamentals . Boston: Harvard Business School Press, 2002.

About the Authors

William J. Bruns

Henry R. Byers Professor of Business Administration, Emeritus

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Paul M. Healy

James R. Williston Professor of Business Administration

Accounting and Management

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Robert S. Kaplan

Senior Fellow, Marvin Bower Professor of Leadership Development, Emeritus

Accounting and Management

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View Publications »

More from these Authors

Case | HBS Case Collection | July 2020

Cash Flow Statements and Analysis

Paul M. Healy

Citation:
Healy, Paul M. "Cash Flow Statements and Analysis." Harvard Business School Case 121-019, July 2020. View Details

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Case | HBS Case Collection | July 2020 (Revised July 2020)

Mira's Microbrewery Inc.

Paul M. Healy and Marshal Herrmann

Citation:
Healy, Paul M., and Marshal Herrmann. "Mira's Microbrewery Inc." Harvard Business School Case 120-126, July 2020. (Revised July 2020.) View Details

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Case | HBS Case Collection | March 2020 (Revised July 2020)

Performance Management at Afreximbank

Robert S. Kaplan, Siko Sikochi and Josh Steimle

Based in Cairo, Afreximbank was founded in October 1993 as a specialized continental financial institution designed to address the low level of intra-African trade, the decline in financial flows to Africa, the worsening external debt situation of many African countries, and the sharp reduction in lending to Africa by international commercial banks. This case study explores how the Bank introduced the Balanced Scorecard (BSC) to improve the Bank’s performance management system. The goal was to transform the Bank’s bureaucratic culture and processes into one more attuned to the fast-paced and dramatic changes happening in Africa. The case examines how the BSC is being used to implement the Bank’s strategy and the issues arising from its implementation. The case facilitates a discussion on whether the Bank had become entrepreneurial enough to keep pace with the continent’s thriving, emerging markets.

Keywords: performance management; Balanced Scorecard; Performance Expectations; Performance Evaluation; Performance Improvement; Organizational Culture; Strategy; Banking Industry; Africa; Egypt;

Citation:
Kaplan, Robert S., Siko Sikochi, and Josh Steimle. "Performance Management at Afreximbank." Harvard Business School Case 120-029, March 2020. (Revised July 2020.) View Details

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Reading Financial Reports

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