Not all strategies are profitable. Benchmarking requires continual revision Failure to identify excess capacity created by operational improvements may result in waste. Excess capacity must be utilised. Frequent financial reports remind executives of imperatives. Measures that move companies forward The balanced scorecard represents a fundamental change in the underlying assumptions about performance measurement.
Senior management are central to the process Trad.
Old versus New Trad per measures specify actions and measure actions - engineering mentality. Balanced scorecard puts strategy and vision, not control, at the center. BSC establishes goals but assumes that people will take appropriate action to achieve results. It pulls people towards the overall vision of the organisation. BSC and performance measurement BSC is consistent with initiatives under way re cross-functional analysis.