Heathrow T5 Theories are just theories into they are actually put to the test and an experiment is conducted. This is the basis for the scientific approach. Basu, Little & Millard (2009) article applied the Balance Scorecard Theory by Kaplan and Norton to a real time project in London's Heathrow Airport. The purpose of this essay is to explore how this project adopted the Balanced Scorecard Theory and incorporated it, much like a tool, to its own purpose. This individualization of the process provided many learning points and demonstrated a correct application of a theory into something useful and real.

The article is formed in a case study format which allows for a proper investigation into how this airport project used the theory in question. The balanced scorecard suggests that we view the organization from four perspectives, and to develop metrics, collect data and analyze it relative to each of these perspectives: The Learning and Growth, Customer, Financial and Internal Business Processes.

The balanced scorecard has evolved from its early use as a simple performance measurement framework to a full strategic planning and management system. The balanced scorecard transforms an organization's strategic plan from an attractive but passive document into the systems and processes for the organization on a daily basis. It provides a framework...

It enables executives to truly execute their strategies.
The framework was designed to help organizations clarify their strategy, communicate it, and then align employees throughout the business to leverage that strategy and create measurable action. Balanced Scorecards offer a more holistic and detailed view of an organization's performance by framing strategic objectives within a balanced set of areas that contribute to success.

In this specific case for T5 at Heathrow interesting learning points evolved throughout the project. The authors of the article found that "It is evident from the preceding analysis that the fundamental principles of the Balanced Scorecard have been gainfully adopted and customized to the performance management systems of T5 meeting the specific requirements of this complex major project, " (p.30). This suggested that the balance scorecards were adequate for this project even thought they did not provide explicit guidance and instruction.

The authors of this case study did find a very reveling surprise in regards to the flexibility of the balanced scorecard method and the way its metrics are created, used and eventually stored for future use. They claimed that "1. that metrics can be…