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The balanced scorecard (BSC) can be used to translate an organisation’s strategy into terms that can be communicated and acted upon. This CIMA report focuses on how the BSC can be made practical through customisation.

Key findings:

1. The success of the Balanced Scorecard (BSC) is due to the many users who have taken the idea and adapted it to their own needs.

• The promoters of the BSC have adopted a strategy of continuous change to minimize the risk that the BSC would become a fad and avoid its appropriation by other consulting firms.
• BSC is presented as an open technology, where anyone can access the publicly available materials and design their own BSC, but also manages to establish itself as an essential reference point.
• Very different management practices can be allied to the same BSC label and provide different mixes of technology and routines.

2. The BSC is a generic theory, which can be customised into local practices through customised templates:

3. The BSC is made practical through a series of methods and devices to make them.
 

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