Strategy implementation can also be severely affected by the lack of commitment of employees of all levels. "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,

Yet upon closer inspection these two ideas are connected by the reality that strategy must be implemented; a task achieved by project managers throughout the value chain. Likewise, the human capital of the project managers must be accounted for by management in creation of a strategy framework. The BSC connects these elements by: Providing the discipline to ensure that the formulated strategy has specific objectives for shareholders and customers, an

Project Management Emerging markets continue to be a promising area for many of America's most beloved companies such as Coca-Cola, Apple and more. This bodes well for project managers in the digital age as the expand operations overseas. However, as these companies become more global, the risk associated with their operation becomes more important. Understanding gender, ethnic and cultural differences can have a profound impact on the overall success of a

Balanced Scorecard The global environment continues to be very contentious as organizations compete for market share around the world. As business continues to become more integrated, it is necessary to have standardized rules and processes. This standardization however must be adapted to fit local constituency within a given market. The balance scorecard is no different in this regard. A balanced scorecard allows businesses to better ascertain their particular strengths within a

Balanced scorecard seeks to provide a sense of strategic balance to an organization by focusing on four distinct perspectives, rather than having the organization orient itself strictly to maximizing shareholder wealth (Kaplan & Norton, 1996). The underlying logic of the balanced scorecard is that there are certain congruencies between the different perspectives. By understanding these perspectives, the firm is in a position where it can optimize its performance by maximizing

Balanced scorecard approach typically focuses on the organization finding links and balances between its mission and vision and four perspectives -- the financial, learning & growth, internal operations and customer (Kaplan & Norton, 2013). This approach is contrasted with a modified version that was used in the construction of Heathrow Airport Terminal 5 (Basu, Little & Millard, 2009). The Heathrow Terminal 5 project began with a number of objectives relating to