Critical Issues of the Case The case “The Balanced Scorecard: Solution at Peel Memorial Hospital” explains how Peel Memorial Hospital (PMH) was becoming less competitive. The facility was unable to achieve its corporate objectives and goals. The institution did not have any measurable targets. PMH’s mission statement was not producing positive results. The majority of the employees were unaware of the institution’s strategic direction. Most of the initiatives at the organization had become ineffective. These challenges were similar to those affecting many health authorities and hospitals in Canada. New strategies and alignments were critical towards supporting PMH’s goals. According to Harber (1998, p. 59), “a clearly articulated mission statement, an appropriate strategic plan, and a measurable corporate objective can bring certainty to volunteers, employees, and patients.” It was appropriate for the leaders at the organization to empower their employees. The “first approach towards dealing with the above obstacles was to use a Continuous Quality Improvement (CQI) program for every employee” (Harber, 1998, p. 61). However, many workers were not sure if the approach would produce the best goals. For instance, the employees believed strongly that the hospital’s initiative did not support new nursing practices. The institution’s management also “examined whether money, energy, and time supported the targeted business model” (Harber, 1998, p. 62). The above CQI was also incompatible with the hospital’s new information system. The complexity of this situation forced PMH to collaborate with another corporation. The targeted organization was Xerox Quality Services. This move was critical towards addressing the issues affecting the hospital. It was also an opportunity to identify new objectives. This partnership produced a new balanced scorecard. This scorecard provided the hospital with a number of opportunities. The first opportunity was a powerful framework for effective evaluation and measurement. The organization was able to translate its objectives into critical performance measures. The hospital also focused on responsibility and accountability. A new balance emerged between quality and productivity (Harber, 1998, p. 61). The balanced scorecard outlined the most desirable goals. This strategy made it easier for the hospital to identify every existing gap. Every team was ready to support the hospital’s activities and objectives. Every manager “relies on Corporate and Team Performance Indicators (CTPIs) to develop the best strategies” (Harber, 1998, p. 60). The hospital managed to achieve its objectives within a few years. The implementation of the above model increased the level of patient satisfaction. This situation explains why organizations should use appropriate models in order to support their performance processes. The “institution also became the lowest-cost provider of quality care” (Harber, 1998, p. 63). Well-Reasoned Justification for My Stance The above strategy made it possible for PMH to assess its preparedness towards achieving the best goals. The managers analyzed the strengths and weaknesses of their employees. The practice also identified most of the gaps affecting the facility’s per