1.0 Introduction The Balanced Scorecard has emerged in recent years as a performance measurement system in various organizations. This paper will discuss the origin and concept of the Balanced Scorecard and how it was first implemented. We will then examine the criticisms of the Balanced Scorecard methodology and analyze the strengths and weaknesses of this performance measurement tool.1.1 What is the Balanced Scorecard? The Balanced Scorecard is a strategic planning and management system used to align business activities with the organization's vision and strategy by monitoring performance against strategic objectives. It is widely used in business and industry, government and non-profit organizations around the world to provide a framework that not only provides performance measurements, but helps planners identify what should be done and measured. 1.2 Origin and Concept The Balanced Scorecard was introduced by Robert Kaplan, a professor at Harvard University and David Norton in 1990. The concept was later adopted for a study on new methods for measuring performance involving multiple organizations. The Balanced Scorecard allows organizations to measure performance by providing balance to the financial perspective. Organizations used to measure performance by measuring only financial metrics and this did not reflect the actual performance of the organization. The BSC methodology includes information on operational measures that provides management with a clearer picture that makes it easier for organizations to plan short-term and long-term objectives.1.3 Reasons for using the Balanced Scorecard approachBefore the introduction of the Balanced Scorecard tool, only the financial measures were used to determine the organi...... half of paper ......g of the project as a performance measurement. A leadership team that does not make the importance of the Balanced Scorecard known to company employees sends the message that this is not a high priority. Employees who consider the Balanced Scorecard to be a low priority do not communicate the importance of the Balanced Scorecard to the rest of the company, sending the message that it is not of high importance. Therefore, this will backfire on strategy implementation due to lack of commitment from senior management. 4) The development process takes too long When the development process takes too long, it may happen that during the implementation process the strategy has changed. This causes some indicators to have become obsolete and require new indicators. Measuring with the wrong indicators can distract an organization from its strategy.