Our new (SCOPE) framework for CEO effectiveness
We recently relaunched our CEO Effectiveness Survey, utilising the SCOPE (Strategy, Culture, Outcomes, Personal effectiveness, and External confidence) framework. This follows extensive research on prior CEO effectiveness assignments and the numerous director and executive perspectives on how CEO performance is evaluated.
The SCOPE framework introduces a contemporary lens for evaluating CEO performance, integrating both internal capabilities and outward-facing influence. Where other models often prioritise financial results or strategic planning, SCOPE offers a broader perspective—capturing how leaders shape vision, execute effectively, lead with integrity, build strong teams, and foster stakeholder confidence. It helps organisations move beyond measuring outputs to understanding the quality of leadership behind them.
With clear, practical criteria, SCOPE supports CEO development, succession planning, and performance conversations. It emphasises the balance of technical competence and emotional intelligence needed to navigate today’s complex leadership environment. SCOPE is especially valuable for guiding coaching, structured reflection, and peer feedback—helping leaders grow in ways that match the demands of modern governance and stakeholder expectations.
Our new SCOPE framework also aligns well with our DRIVE framework for director effectiveness and our WhatWhoHowDo framework for board effectiveness.
The 5 components of SCOPE
Strategic direction
A CEO’s ability to define and evolve strategic direction is central to long-term success. This dimension captures how clearly the CEO articulates a forward-looking vision, aligns the organisation to that vision, and adapts to changing market dynamics with agility. It also assesses the CEO’s capacity to anticipate disruption, invest in future capabilities, and translate vision into coherent, actionable plans.
Culture and people leadership
This dimension measures how effectively the CEO fosters an inclusive, values-driven, and high-performing culture. It includes their impact on team cohesion, trust, leadership development, and engagement during periods of change. The CEO’s role in championing psychological safety, diversity, and purpose is critical to maintaining a resilient and aligned organisation.
Outcomes and execution
Execution is where vision meets impact. This dimension assesses the CEO’s ability to drive results through strategic prioritisation, operational discipline, and performance management. It also reflects their ability to balance short-term delivery with long-term value creation, adapt to challenges, and sustain momentum across the enterprise.
Personal effectiveness
Personal effectiveness focuses on the CEO’s self-awareness, decision-making, emotional intelligence, and resilience. It reflects their capacity to lead under pressure, maintain focus on what matters most, and model integrity and maturity. The CEO’s mindset and daily habits often shape the tone for the entire organisation.
External confidence
This dimension assesses the CEO’s ability to establish credibility and trust with external stakeholders, including investors, customers, regulators, and the general public. It includes managing reputation, articulating the company’s purpose, and navigating crises with transparency and integrity. A CEO’s public presence and societal leadership influence both brand strength and stakeholder loyalty.
