Since that time, there have been many books, articles, workshops, and conferences in the balanced scorecard approach to measurement. This wide interest in measurement of performance is not limited to industry, but also has spread to government, health care, and education. The Quality Alert Institute, operating out of New York, hosts at least 10 conferences a year on implementing the balanced scorecard in government organizations. David Norton's consulting business, Renaissance, has become a huge international firm with several divisions.
Many business executives state that they currently have balanced scorecards in their organizations.
In addition, they have strategic plans that are well integrated with their scorecards. When my earlier book Keeping Score was first published, in 1996, many organizations were just beginning the balanced scorecard approach to measurement and thus had to add nonfinancial metrics, reduce their overall number of measures, and link some of their measures to their plans. Most of this has now been done. Less emphasis is placed on financial measures Some leading or predictive indicators appear on the scorecard Scorecards have been developed for operator levels in the organizations. Some organizations communicate data using Internet sites or balanced scorecard software that includes colorful graphs .