This note addresses how performance management—the integration and application of the right information within decision-making processes and enabled by technology—may improve governance and reduce information asymmetry. Typical hazards of information asymmetry include missing financial projections by a wide margin, letting knowable risks knock a company off kilter or being unaware when management action might damage corporate reputation.
Integrating performance management into the board agenda should minimize disputed territory between management and board and reduce the danger zone in which neither management nor the board is aware of a situation, such as competitor behavior, legal or ethical issues. The authors also explain how visualization technologies and the use of “alerts” can help board members be more effective.
Authors: Anthony J. Relvas, George Marcotte, Joshua J. Bellin, Robert J. Thomas
Subject: Corporate Governance