"The resistance from some employees who not yet see the big picture" can have detrimental affects on the successful implementation of strategies derived from the Balanced Scoreboard process (Berger 2009). Moreover, there are long durations between creation, implementation, and results. Long pauses in implementation can drastically lower the momentum of the entire project, and "The Balanced Scorecard could pay the price of their fatigue through a lack of attention and modeling necessary to set proper tone throughout the organization (Niven 2002). So much energy could go into planning, but "Perhaps the single biggest Scorecard pitfall to be avoided, however, is lack of maintenance," (Niven 2002). Great pangs should be taken in order to make sure that appropriate levels of attention are being paid to individual problems in productivity. Therefore, "The Scorecard, like any major change, must be constantly nurtured for a significant period before it takes root within the culture and ongoing management practices of the organization," (Niven 2002).

Discussion and Recommendations

Thus, it is clear that although the Balanced Scorecard has potential benefits, it is not a golden ticket to automatic increased productivity. Not only is it vulnerable to lack of cooperation and support, time is also a major enemy. It is clear that the use of he Balanced Scorecard method should only be implemented only in the context that can provide special levels of support. Additionally, the method is not permanent; "the Balanced Scorecard is never really complete because your business is never really complete," (Niven 2002). This means that one must have the capability and man power to consistently spend time and effort on nurturing the changes in order to most effective implement them.

References

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