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• Teaching Note | HBS Case Collection | October 2020

  Swissgrid: Enterprise Risk Management in a Digital Age

  Robert S. Kaplan and Anette Mikes

  This note was prepared by HBS Professor Robert Kaplan and Professor Anette Mikes (University of Oxford) for the purpose of aiding classroom instructors in the use of “Swissgrid: Enterprise Risk Management in a Digital Age,” HBS No. 119-045.

  Citation:

  Kaplan, Robert S., and Anette Mikes. "Swissgrid: Enterprise Risk Management in a Digital Age." Harvard Business School Teaching Note 121-035, October 2020.  View Details

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• Working Paper | HBS Working Paper Series | 2020

  Updating the Balanced Scorecard for Triple Bottom Line Strategies

  Robert S. Kaplan and David McMillan

  Many companies are now attempting to achieve triple bottom line performance on financial, environmental, and societal metrics. Successful strategies for such performance, however, generally require new relationships among multiple players in multiple sectors across a company’s supply chain for products and talent. The Balanced Scorecard (BSC), originally developed to describe and implement a single organization’s strategy, needs to be adapted to reflect such multi-stakeholder strategies for triple bottom line performance. The Financial perspective is replaced by “Outcomes” to encompass financial, environmental, and societal metrics; Customer becomes “Stakeholders” to reflect the interests of the multiple participants in the ecosystem; and Learning & Growth becomes “Enablers” to include the new capabilities for collaboration and alignment. The paper motivates and illustrates the new framework with examples from innovative agribusiness ecosystems.

  Keywords: Balanced Scorecard; Adaptation; Environmental Sustainability; Social Issues; Performance; Strategy;

  Citation:

  Kaplan, Robert S., and David McMillan. "Updating the Balanced Scorecard for Triple Bottom Line Strategies." Harvard Business School Working Paper, No. 21-028, August 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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