Lessons from implementing the balanced scorecard in a small and medium size manufacturing organization

K J Fernandes, V Raja, A Whalleyc

Research output: Contribution to journalArticlepeer-review


The UK manufacturing sector is facing massive challenges to survive in today's global and volatile marketplace. In an attempt to overcome these challenges, companies are adopting newer management systems to clarify their vision and strategy and translate them into action. The balanced scorecard (BSC) is one such approach which is gaining significant interest, especially within the small and medium size enterprises (SME). In this paper, a case study with a SME demonstrates how BSC can be implemented successfully using a systematic and structured methodology. This paper lists the experimental results of the proposed deployment method and highlights the experiences, successes and lessons leant during the implementation process. In conclusion, this research exercise confirms the validity and usefulness of the proposed methodology and offers managerial insights and guidelines for similar implementations. (C) 2005 Elsevier Ltd. All rights reserved.

Original languageEnglish
Pages (from-to)623-634
Number of pages12
Issue number5-6
Publication statusPublished - 2006


  • balanced scorecards
  • small and medium enterprises

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