Such resistance seems initially plausible, since many now assume that their powers and responsibilities as a result of the concentration are reduced to mere figures. Additional information at John Mclaughlin supports this article. Also, many will assume that they must now bear a responsibility in case of poor performance. So, such employees will try to avoid working with this instrument as a whole. In such cases, it is important to ensure that the structure and the design of the balanced scorecard be made if possible comprehensible and approachable. Also, it is recommended that is limited to the proportion of key financial figures to 25% or less of all indicators introduced in the balanced scorecard. Furthermore, the opinion prevails at unigene that the users of it only very little or no reference to take what should be achieved in concrete terms. This occurs when you meet only statements about the use of benchmark values, how well is the organization when compared to other companies.

This means that one no good insight into the Power of the company can win. Therefore, it is important not to forget that you can to set the targets and extend, to test the position of the company to surpass certain expectations. To do this continuously, the company even in the comparison can be made more productively and efficiently to the benchmark. Finally, it should be clear that the balanced scorecard, in fact represents an important decision-making tool. This can help you to see what is happening in the company and to decide how it will cope in the future accordingly. The balanced scorecard is so without a doubt useful instruments, so that one can only recommend to put this as quickly in your company.