elps reduce uncertainty of performance.
对于短期财务业绩，Rockwater希望实现所用资本和现金流的回报，而利润预测的可靠性表明，希望减少业绩意外变化造成的历史不确定性。项目盈利能力将使项目成为规划和控制的基本单位，而销售积压有助于减少业绩的不确定性。
The company’s strategy on customer satisfaction was to emphasize value-based business. An independent organisation conducted an annual survey to rank customers’ perceptions of Rockwater’s services compared to its competitors. In addition, tier 1 customers, such as oil companies, were asked to supply monthly satisfaction and performance ratings. Executives felt that having these ratings gave them a direct tie to their customers and a level of market feedback unsurpassed in most industries.
本篇essay指出该公司的客户满意度战略是强调以价值为基础的业务。一家独立组织进行了一项年度调查，将客户对Rockwater服务的看法与其竞争对手进行了比较。此外，石油公司等一级客户被要求提供月度满意度和绩效评级。高管们认为，拥有这些评级可以让他们与客户建立直接联系，并获得大多数行业无与伦比的市场反馈。
The internal business measures emphasized a big shift in Rockwater’s thinking. The new focus was based on measures that integrated key business processes. The development of a comprehensive and timely index of project performance effectiveness was viewed as a key core competency for the company, as well as safety which was also a major competitive factor.
内部业务措施强调了Rockwater思想的重大转变。新的重点是综合关键业务流程的措施。制定一个全面、及时的项目绩效有效性指数被视为公司的一项关键核心能力，安全也是一个主要竞争因素。
Rockwater’s improvements came from product and service innovation that would create new sources of revenue and market expansion, as well as from continuous improvement in internal work processes. (HBR 1993)
Rockwater的改进来自于产品和服务创新，这将创造新的收入来源和市场扩张，以及内部工作流程的持续改进。
The balanced scorecard has helped highlight a process view of operations, motivate its staff and integrate client feedback into its operations. It created an agreement on the need of creating partnerships with important clients, the importance of safety within the company and the necessity for improved management at every stage of long projects. Rockwater’s senior management team see the balanced scorecard as a vital tool to help achieve its vision.
平衡记分卡有助于突出运营的流程观，激励员工，并将客户反馈纳入运营。它就与重要客户建立伙伴关系的必要性、公司内部安全的重要性以及在长期项目的每个阶段改进管理的必要性达成了协议。Rockwater的高级管理团队将平衡记分卡视为帮助实现其愿景的重要工具。
The balanced scorecard tool is seen as an effective way to measure the performance of an organisation if the implementation is done correctly and executives recognise that it is a long term commitment.
如果实施正确，并且高管们认识到这是一项长期承诺，那么平衡记分卡工具被视为衡量组织绩效的有效方法。
However, when organisations use the balanced scorecard as a quick fix many things can go wrong and organisations will receive disappointing results. Some issues that can cause a balanced scorecard to fail include, poorly defined metrics. When creating a balanced scorecard metrics need to be clear and relevant and need to be collected when decision making is being done and they need to be applied across the organisation consistently.
然而，当组织使用平衡记分卡作为快速解决方案时，许多事情可能会出错，组织将收到令人失望的结果。一些可能导致平衡记分卡失败的问题包括定义不周的指标。在创建平衡的记分卡时，指标需要清晰和相关，需要在决策时收集，并且需要在整个组织中一致应用。
The balanced scorecard encourages an internal focus. This can affect the way organisations put this into practice. To stop this from becoming a problem, organisations should always put external focuses first. (bpminstitute 2015)
平衡计分卡鼓励内部关注。这可能会影响组织将其付诸实践的方式。为了防止这成为一个问题，组织应该始终把外部关注放在首位。
I believe that even though the balanced scorecard can be a very effective tool if used properly by organisations, however, this is just a framework that has been developed to assist organisations in measuring their performance and is not a panacea, so shouldn’t be a go to method for companies.
我相信，尽管平衡记分卡如果被组织正确使用，可能是一种非常有效的工具，但这只是一个旨在帮助组织衡量其绩效的框架，而不是灵丹妙药，因此不应该成为公司的一种常用方法。
Likierman (2009) claims to have found the five most common traps in measuring performance. The five traps are; measuring against yourself. To measure how well you’re doing, you need information about the bench marks that matter most.
Likierman声称在衡量绩效时发现了五个最常见的陷阱。这五个陷阱分别是：；衡量自己。为了衡量你做得有多好，你需要关于最重要的基准点的信息。
Looking backward, beating last year’s numbers is not the point, a performance measurement system needs to tell you whether the decisions you’re making now are g
