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Lack of efficient data collection and reporting-Smith is concerned with the investments made in collecting metrics data, whether consuming too much time and energy. He then suggests the importance of prioritising key performance indicators to get most relevant information.

Lack of formal review structure- This is necessary to accommodate any change in metric value. Reviewing is a cross functional activity.

No press improvement methodology- Many organisation lack basic and standard toolkits and approaches for tracking problems. It therefore consumes a lot of time an efforts to address a problem that is caused by the performance gap.

Too much internal focus- Smith ranks this as one of the major criticism of BSC. He suggests that Organisation should always start with an external focus through analysing organisation’s markets, shareholders, competitors, employees and other stakeholders.

However Smith assured that all is well with the introduction and the concept of balanced scorecard. This means that the BSC approach is a useful tool and can bring desired results if management knows how to structure it and take the above points in considerations to avoid its initiatives from failing.

It has also been learnt that BSC is being criticised by academic society on its practical nature, applicability and functionality. (Wikipedia).They also noted that some of the criticisms focus on technical flaws in the method and design of the original BSC proposed by Kaplan & Norton. Supporting the main problem as seen by Smith 2006 other academicians have focused on the lack of citation support. “Another criticism is that the BSC does not provide a bottom line score or a unified view with clear recommendations; it is simply a list of metrics.” (Wikipedia).Regardless of these criticisms the studies done so far indicated that BSC is a useful tool in strategic performance management in an Organisation. An online source added to the BSC pitfalls that during implementation managers should avoid the use of generic measures, which are being adopted by successful firms.

Management should not take BSC as a guarantee of success in company’s operations. It should think clearly the company’s strategy and implement the scorecard for improving performance in operational level that derives improved financial performance. Kaplan and Norton said, “Even an excellent set of BSC measures does not guarantee a winning strategy. The BSC can only translate a company strategy into specific measurable objectives.” They also advised that by combining the four perspectives, the BSC helps managers understand implicitly many interrelationships.

The four perspectives relate to each other and the effect on either of the perspective will impact the other. “A well designed BSC should describe your strategy through objectives and measures you have chosen. These measures should link together in a chain of cause and effect relationships” (Paul Niven 2003). Thus, it is suggested that all have equal importance and nei本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。