Performance management has become a legislative requirement for the private and local sectors. Unfortunately, not many tools exist to measure and monitor public and private service delivery effectively. Managersrequire accurate information to ensure that their decisions are not based on emotions and assumptions, but that theinformation with regard to service delivery is accurate and relevant. In modern business models, intangible assets suchas employee skills and knowledge levels, customer and supplier relationships, and an innovative culture are critical inproviding the much-needed cutting-edge to the organization. This is where tools like the balanced scorecard methodhold relevance for the enterprise. Developed by Robert Kaplan and David Norton, the balanced scorecard methodtranslates an organization’s strategy into performance objectives, measures, targets and initiatives. It is based on four balanced perspectives, and links them together with the concept of cause and effect. A proper balanced scorecard canpredict the effectiveness of an organization’s strategy through a series of linked performance measures based on fourperspectives including:

Performance management has become a legislative requirement for the private and local sectors. Unfortunately, not many tools exist to measure and monitor public and private service delivery effectively. Managersrequire accurate information to ensure that their decisions are not based on emotions ...