None of the more than 100 organizations
that we have studied or with which we have
worked implemented their first balanced
scorecard with the intention of developing a
new strategic management system. But in
each one, the senior executives discovered that
the scorecard supplied a framework and thus a
focus for many critical management processes:
departmental and individual goal setting, business
planning, capital allocations, strategic initiatives,
and feedback and learning. Previously,
those processes were uncoordinated and
often directed at short-term operational goals.
By building the scorecard, the senior executives
started a process of change that has gone
well beyond the original idea of simply broadening
the company’s performance measures.