Why is the scorecard more useful as a management tool than the budget?
First of all, a key reason why some scorecard implementations fail is because it competes with the budget as a management tool, which confuses the organization over what’s the most important. The scorecard is a much better tool for integrating the strategic processes with financial measurement activities and people processes. The budget cannot provide a holistic approach to management as it has a narrow financial focus. Also you can’t read strategy out of the budget, but you can read strategy out of a good scorecard. Are you full-time or part-time in your role? I am full-time and we have several people whose full-time roles are key to ensuring the scorecard process works effectively. Who do you report to? The head of Corporate Planning & Control. How did you come to be involved in the Balanced Scorecard design and implementation program? My involvement with the Balanced Scorecard stretches back to 1995 when the scorecard was introduced into Borealis (then partly owned by Statoil). Bore
