Focusing on financial performance alone is not enough to ensure sustainable results in IT. There is a need for a framework for the corporation to meet its obligation to recognized goals in an organized way with regard to a wide range of stakeholders. The CPR Governance Framework might be the answer.
After years of stable development, corporate governance is receiving significant attention. Historically, there was a strong emphasis on finance, so much so that governance was virtually synonymous with the measuring, monitoring, and reporting of the financial condition of the enterprise.
But that has changed. About a decade ago it became clear that focusing on financial performance alone was not enough to ensure sustainable results. This fact was highlighted by Robert S. Kaplan and David P. Norton and summarized in their research. Kaplan and Norton recommended a "balanced scorecard" of governance dimensions, including business process, customer fulfillment, and learning and growth, in addition to financial performance. The balanced scorecard dramatically extended the factors to be considered in corporate governance.
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