C h a p t e r T w e l v e
Implementing a Balanced Scorecard Management Program
“I tried to tell my boss that a Balanced Scorecard was about management not measurement.”
THIS MANAGER had been asked by his CEO to lead a middle-management task force to develop a Balanced Scorecard for the division. He sensed that this effort was doomed to failure, because the CEO viewed the scorecard as a narrow effort to improve the organization’s performance measurement system, not as a new way to manage the business.
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