Editing Balanced scorecard (section)

== Popularity ==
In 1997, Kurtzman<ref name=Kurtzman_1997>{{cite news|last=Kurtzman|first=Joel|title=Is your company off course? Now you can find out why.|newspaper=Fortune|date=17 February 1997|pages=128–130}}</ref> found that 64 percent of the companies questioned were measuring performance from a number of perspectives in a similar way to the balanced scorecard. Balanced scorecards have been implemented by government agencies, military units, business units and corporations as a whole, non-profit organizations, and schools.

The balanced scorecard has been widely adopted, and consistently has been found to be the most popular performance management framework in a widely respected annual survey (e.g. see results from 2003<ref name=Rigby_2003>{{cite web|last=Rigby|first=D.|title=Bain and Company's Management Tools and Trends Survey 2003|url=http://www.unstoppablegrowth.com/bainweb/PDFs/cms/Public/12065.pdf|publisher=Bain & Company|access-date=11 July 2017|author2=Bilodeau B. |year=2003}}</ref> and 2013<ref name=Rigby_2013>{{cite web|last=Rigby|first=D.|title=Bain and Company's Management Tools and Trends Survey 2013|url=http://www.bain.com/publications/articles/management-tools-and-trends-2013.aspx|publisher=Bain & Company|access-date=28 May 2014|author2=Bilodeau B. |archive-url=https://web.archive.org/web/20140407005331/http://bain.com/publications/articles/management-tools-and-trends-2013.aspx|archive-date=7 April 2014|year=2013}}</ref>).

Theorists have argued from the earliest days of discussion of balanced scorecard usage that much of the benefit of it comes from the design process itself.<ref name=Epstein_Manzoni_1997 /><ref name=Schneiderman_1999>{{cite journal|last=Schneiderman|first=Arthur M.|title=Why Balanced Scorecards fail|journal=Journal of Strategic Performance Measurement|year=1999|issue=January}}</ref> Indeed, it is argued that many failures in the early days of the balanced scorecard could be attributed to this problem, in that early balanced scorecards were often designed remotely by consultants<ref name=Schneiderman_1999 /> – it is suggested that because they were not being involved in the design the managers who were intended to use the device did not trust its design (e.g. it measured the wrong things and used inappropriate targets) and so failed to engage with and use the devices.<ref name=Malina_2001 /><ref name=Lawrie_Cobbold_2004 />