Running Head : BALANCED SCORECARD Building a Strategic Balanced Scorecard Name :Instructor :Course :Date :Introduction The balanced scorecard has been said to be among the most important tools in business management (Kaplan , R . S (2003 , PR Newswire (2003 .The usage of balanced scorecard by several companies has led to increase in profitability , productivity and efficiency .The strategic balanced scorecard has been used by organizations to balance all aspects of organizational practice by providing a framework for effecting change and translating strategy into action . It has for sometime gained acceptance as a way of turning around businesses which were at one time in the brink of collapse (Kerr , D . L . 2003 . The scorecard has facilitated the translation of strategy into action (Kaplan , R . S , and D . P . Norton 1992 . In corporate organizations , is the case with Saatchi and Saatchi , the scorecard has helped many companies out of crisis .In the nineties this organization called Saatchi and Saatchi was experiencing many problems associated with poor growth . This was due to a recession that followed the rapid growth through acquisitions in the 1970 ‘s and 80 ‘s . Particularly in 1995 this organization was almost collapsing due to bankruptcy . To avert the collapse the agency started with strategy reformulation and making some structural changes that began with bringing onboard new personnel at the top to the organization . Bob Seelert who formerly worked at General Foods was appointed as the new chairman and Kevin Roberts as the new chief Executive , while both the Saatchi brothers left the company .With the new leadership in place several financial goals were developed .These goals were :Growing the company ‘s revenue base better than the market .Converting 30 percent of that incremental revenue to operating profit .Doubling the company ‘s earnings per share .These goals were given as a promise of performance to the shareholders and thus had to be achieved . To achieve them , the leadership of the organization identified ways in which the goals could be achieved and in doing this it was found that all units or locations had different visions . For smooth accomplishment of the goals , all units had to have a common vision . A management tool had to be devised to help communicate and operationalize the new vision . Having a common vision was perceived to aid in achieving of one of the main objectives which was to position the agency at the top rank of the advertising industry .ANALYSIS The importance of measuring strategy and operational plans cannot be overemphasized (Green et al . 2002 . After setting up financial /growth goals the company ‘s senior team focused and had to re-prioritize their investment plans for the different units . First the units had to be categorized according to their size in terms of the number of employees and also revenue contribution . Using the above criteria three categories were created . These were the `lead , `drive ‘ and `prosper . For each category different strategies were formulated . The `prosper ‘ agency is the one with less than 50 employees and is less likely…