This case study is about the Balanced Scorecard implementation experiences of a leading UK financial services firm, and highlights the importance of matching your Balanced Scorecard design to its role. Initially a Balanced Scorecard was implemented to support operational activities, and the programme was perceived to have been a success. However, as they sought to increase their use of Balanced Scorecard within the organisation they began to encounter problems, as the operational model used to begin with was found not relevant to other non-operational units within the organisation. Ultimately because of these issues the firm moved away from using the Balanced Scorecard. This case study considers the lessons to be learnt from this firm’s experiences and identifies ways in which they can be avoided by others.
