The balanced scorecard is a possible strategic management system for libraries, as the
example of the TIB-BSC shows. It helps translating the strategy into action, to
communicate the strategy (Bergmann, 2004), and shows by using key performance
indicators if the strategic goals have been reached or not. With this the libraries can
fulfil the requirements of the new public management. However, before a library
develops and implements a BSC, it should be aware of the influence of its
organizational culture and leadership style on the effective use of the BSC.