CISO advice for communicating with the Board Of Directors about cybersecurity.

It is time to take heart and rework the scorecard. --

How to align all organisational units to the organisational strategy. Amplifies the ideas in the Balanced Scorecord and Strategy Maps.

Golf has 3 competitors – other players, the course, and yourself. Leaderboards measure how you performed against others; score against Par measures how you performed against the course. The GYRA Mental Scorecard allows you to measure your performance against your primary competitor – yourself - per shot, per hole. This is a game-changer. “You may never play golf the same way if you start measuring your mental performance on the golf course.” Gary Player, World Golf Hall of Fame “With the introduction of the GYRA Mental Scorecard, you are now able to track your emotions, thoughts, and behaviors to be able to better yourself for future situations.” Jason Gore, Player Relations, USGA “GYRA tools have given me the skills to manage my emotions and thoughts throughout the up’s and down’s of tournament golf.” Seamus Power, Olympian, PGA Tour Player “I have been coaching college golf for 20 years. The difference between a good vs great player is usually their mental approach to the game. The idea of having a scorecard for golfers to describe and track what is happening in their mind is groundbreaking.” Tim Straub, Davidson College “This book should be required curriculum for golf academies, teaching professionals, caddies, and players.” David Ross PGA Lifetime Member, Ross Academy

The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.

There are often blanket claims that the world is facing more problems than ever but there is a lack of empirical data to show where things have deteriorated or in fact improved. In this book, some of the world's leading economists discuss ten problems that have blighted human development, ranging from malnutrition, education, and climate change, to trade barriers and armed conflicts. Costs of the problems are quantified in percent of GDP, giving readers a unique opportunity to understand the development of each problem over the past century and the likely development into the middle of this century, and to compare the size of the challenges. For example: how bad was air pollution in 1900? How has it deteriorated and what about the future? Did climate change cost more than malnutrition in 2010? This pioneering initiative to provide answers to many of these questions will undoubtedly spark debate amongst a wide readership.