Executive Summary (This is a document excerpt)

In prior research we presented the framework for a high-level IT Balanced Scorecard (BSC), developed a methodology for creating BSC measures, and introduced actual measures for each of the four BSC perspectives. However, while the development of a high-level IT Balanced Scorecard is a step in the right direction, true transformation of the IT organization into a performance-driven culture will only come when the management Balanced Scorecard is cascaded down through the entire IT organization. Starting with the high-level BSC, the functional departments within the IT organization develop their own Balanced Scorecards and in turn drive these down to the team, and even individual level, thus tying overall strategic execution to the individual IT staffer. This results in multiple linked IT Balanced Scorecards and includes the development scorecard and the operations scorecard. When this is accomplished, the IT organization is well on its way to a performance-driven culture.

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