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The Balanced Scorecard provides a structured framework for translating strategy into a balanced set of performance measures.
It moves organisations beyond purely financial indicators to include customer, process, and capability perspectives.
This category explores how the Balanced Scorecard can be used as a strategy execution system rather than a reporting tool. We focus on building clear cause-and-effect logic that links strategic objectives to operational measures and improvement priorities.
Our insights address common challenges, including overcomplicated scorecards, disconnected measures, and lack of ownership. We explore how to design simple, focused scorecards that support decision-making at different levels of the organisation.
We also examine how the Balanced Scorecard integrates with Lean thinking, strategy deployment, and performance management routines. When used effectively, it provides a shared language for strategy and enables more meaningful performance conversations.
This content is particularly relevant for leaders and strategy teams seeking a structured way to align performance with strategic intent and long-term value creation.
For business leaders, managers, and organisational strategists, understanding strategy execution is critical. The ability to bridge the gap between strategic
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