As managers and academic researchers have tried to remedy the inadequacies of current performance measurement systems, some have focused on making financial measures more relevant 😉 Others have said, “Forget the financial measures 😎 Improve operational measures like cycle time and defect rates; the financial results will follow 😊” But managers should not have to choose between financial and operational measures. We observed many businesses and found that top executives don’t rely solely on one type of measure. These executives recognise that there is no one single way to achieve a business’s goals or focused attention. Managers want a balanced presentation of both financial and operational measures. 
Rockwater, a wholly owned subsidiary of Brown & Root/Halliburton, a global engineering and construction company, is a worldwide leader in underwater engineering and construction. Norman Chambers, hired as CEO in late 1989, knew that the industry’s competitive world had changed dramatically. “In the 1970s, we were a bunch of guys in wet suits diving off barges into the North Sea with burning torches,” Chambers said. However, the competition for subsea contracts had intensified in the 1980s and smaller firms left the business. In addition to this, competition was shifting. Numerous oil companies are leading the charge. Companies wanted to develop long-term partnerships with their suppliers rather than choose Low-priced suppliers. Modified by Kathleen Richardson, Niigata (Japan) on September 7, 2021 
This is the name “balanced scorecard” comes from the idea of looking at strategic measures in addition to traditional financial measures to get a more “balanced” view of performance. The concept of balanced scorecard has evolved beyond the simple use of perspectives and it is now a holistic system for managing strategy. A key benefit of using a disciplined framework is that it gives organizations a way to “connect the dots” between the various components of strategic planning and management, meaning that there will be a visible connection between the projects and programs that people are working On, the measures being used to measure success (KPIs), strategic objectives that the organisation is trying accomplish and the mission, vision and strategy of organisation. Kalysta Childers revised the above on January 8, 2021. 
Lucie Toney at clearpointstrategy.com For more details, please visit: Note: The Balanced Scorecard has made it very easy to communicate the way you talk about your strategy—but having a strategy and discussing it is only one piece of the puzzle. For your scorecard to be effective, you need to be able to execute your strategy—which includes managing it, making decisions around it, measuring it, and implementing it. The Strategy Execution Toolkit will help you get started fast. It’s a free 42-page guide that walks you through how to write a purpose statement, build a change agenda, create a strategy map, and more.