The Balanced Scorecard is a holistic means to assess the performance of an organisation. The origins of the Balanced Scorecard stem from attempts to move away from dominant short-term, financial, and shareholder centric performance metrics. Devised by Kaplan and Norton (1992), the Balanced Scorecard directs attention to four aspects of performance, namely the customer perspective, internal process improvement, learning and growth as well as financial performance. As the name suggests, the objective of the Balanced Scorecard is to provide a more rounded assessment of implementation, including more intangible aspects of strategy and HR.