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Modern practices have provided enough proof to show that performance management has a tendency to alter organizational processes and to shift mentalities.
Since the early 1990s, Balanced Scorecard practitioners have strived to optimize its successful implementation. It all started on paper, when Kaplan and Norton first delivered the concept in a book, The Balanced Scorecard: Translating strategy into action.
Twenty three years have passed since Robert Kaplan and David Norton‘s Balanced Scorecard has first appeared.
It is often believed that a Balanced Scorecard approach is only viable for big corporations that have been in business for years; hence, not many start-up companies are willing to use this tool.
People do not generally believe in something until that something starts changing the world. The road to stardom followed by the Performance Scorecard may have passed unnoticed to many, but we cannot overlook the instances in which the entire world reaps the benefits of its use.
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