Transpower New Zealand: Evaluating Board Performance

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Case

Reference no. 9-416-024

Subject category: Human Resource Management / Organisational Behaviour

Authors: Boris Groysberg (Harvard Business School); Paul M Healy (Harvard Business School); Sarah L Abbott (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: 2015

Version: 20 October 2015

Length: 27 pages

Data source: Published sources

Topics: Board of directors; Corporate governance; Decision making; Hiring & employment; Leadership; Organizational management; Performance management

Share a link: https://casecent.re/p/159276

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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?

Location:

New Zealand

Industry:

Human resources

Size:

500-1 billion; Large

Other setting(s):

2013-2014