To improve ROA and reduce variability in performance, banks need to take a forward-looking windshield-based approach to performance management rather than a backward-looking rear-view mirror based one. This would include:- Clear business and financial model across its portfolio of businesses/ products to create the roadmap for ROA improvement- Strong framework and planning cell in the CFO's office that translates growth, pricing, profit and capital improvement initiatives into plans and budgets- Periodic report and review mechanism that a) distinguishes between routine operational plans and strategic growth plans b) effectively tracks budget variance and converts them into actionable items- Strong measurement framework that deploys ROA improvement targets through the management structure of the organisation- A SMART (Specific, Measurable, Achievable, Relevant and Timely) KPI framework and hierarchy for each business- Linkage of ROA targets to lower-level financial goals (lag indicators) and operational parameters (lead indicators), and mapping them to the organizational hierarchy- Improved linkage between ROA improvement and the compensation and reward structure-Activity based costing. Hence, option (d) is correct choice.