I see you can go to Harvard Business School and learn about ‘Driving Corporate Performance – Aligning Scorecards, Systems, and Strategy’ [July 13 – 18, 2008]. I come across balanced scorecards in most organizations these days, and of course it’s a good idea to look at the stuff inside the business that actually drives results, rather than just those results themselves. Unfortunately, unless guided by real experts [and sometimes even then], scorecards often feature the same problems that afflict strategy generally – abstract and ambiguous terminology, no rigorous causal relationships between the factors on the scorecard, either amongst themselves or with the performance indicators, and some total blind-spots, like nothing at all about competitors or the market. The BSC is a great idea, but these problems need fixing, and the existing explanations about BSC don’t do the job.