October 2015
Case
HBS Case Collection

Transpower New Zealand: Evaluating Board Performance

By: Boris Groysberg, Paul M. Healy and Sarah L. Abbott

Format:Print
| Language:English
| Pages:27

Abstract

Mark Verbiest, Chairman of Transpower New Zealand, initiated a performance review of Transpower's board of directors. The review, which took four months to complete, provided board members with individualized feedback on their performance, as well as information on how the overall board functioned as a team. As Verbiest considered the feedback from this process he questioned, was Transpower's board operating at optimal performance levels? Was Transpower's new CEO receiving the support she needed to fulfill her responsibilities? And, in light of the evaluation's findings, what should the board's action plan be?

Keywords

Board Of Directors; Performance Evaluation; Governance; Leadership; Performance; Organizations; Human Resources; Decision Making; New Zealand

Citation

Groysberg, Boris, Paul M. Healy, and Sarah L. Abbott. "Transpower New Zealand: Evaluating Board Performance." Harvard Business School Case 416-024, October 2015.