The findings also revealed that the comprehensive framework of BSC provides a broader view of how an organization will convert its initiatives and resources, including intangible assets such as corporate culture and employees’ skills and knowledge into tangible and predictable outcomes when the cause-and-effect links take place. The results of this study have also proven that the template of BSC articulated by Kaplan and Norton (1996) provides a common language and a generally accepted structure which can be used by managers for describing the corporate strategies. Therefore, it can be concluded that without a Balanced Scorecard, organizations will not be able to achieve internal consistency of vision and action in their attempts to implement changes and introduce new strategies and processes. The Balanced Scorecard provides a framework for managers in managing the implementation of strategy. It also, on the other hand, allows the corporate strategies to evolve in response to changes in the company’s operating environment.