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Most popular ideas in the domain of organizational management have a limited shelf-life. Those that gain widespread attention usually do so on the strength of a published work. My bookshelves are filled with titles that in their time, were purported to be the next ‘big idea’ in management, but have since faded into relative obscurity. This pattern is as much a function of the audience for the ideas as the ideas themselves; executives and managers crave the easy answers and magical insights that are promised by these works. So when an idea remains relevant and applicable for more than a few years, it stands out. 

Of course, balanced scorecard has been an exceptionally durable concept. The idea of a scorecard (a collection of measures) as a tool for management has been around for decades, and is thought to have originated at General Electric during the 1950s. Kaplan and Norton elaborated the idea of a scorecard as a tool for strategic management beginning with their first Harvard Business Review articles on the topic in 1992 and 1993, and their book The Balanced Scorecard in 1996. The BSC articles and original book were extremely popular, and remain so today.But I never recommend Kaplan and Norton’s first BSC book to anyone embarking on a journey of strategic management.
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