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The Balanced Scorecard provides any organization with a homogeneous view on the execution of strategy. It may take several months to several years for the Balanced Scorecard to reach its full implementation within the organization, but the end of the journey can be marked by impressive results.
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.
How do you measure your library’s success? Is it circulation numbers? Or the number of searches on your electronic databases? In a recent customer survey, EBSCO Publishing found that over 60% of its customers had no formal way of tracking organizational success
“In theory, there is no difference between theory and practice. In practice there is.”- Yogi Berra
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