One of the key negative aspects I’ve observed about the balanced scorecard is that it is deceptively simple.  This prompts organizations to fail to dedicate the proper amount of energy and focus to the implementation of the scorecard.  That leads to failure, and makes the bsc a monumental waste of time and energy for the organization.  Some of the most overlooked keys to implementation that we’ve observed: including strong and engaged leadership, a fully developed communications strategy (including 2-way interactive communications), the inclusion of a wide range of personnel in the scorecard development process, and an attempt to find quick success at solving real problems.