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Superior performance with long-lasting effects is the hallmark of a thriving organization. The success or failure of any organization hinges on its leaders to make the correct decisions at the correct time. As an organization grows in size and diversity, leadership must look both horizontally and vertically to ensure that the mission is completed. The leadership of any successful organization must be able to rely on its executive level management, its subordinates, as well as those in positions of authority who are similar in nature. This research paper examines the use of Kaplan and Norton’s balanced scorecard as a conceptual model to evaluate the Federal Bureau of Investigation’s performance. The paper explores the balanced scorecard’s identified deficits, discusses the potential reasons for the deficiencies, and makes recommendations on potential ways to address these shortcomings. Civilian, Federal Bureau of Investigation Approved for public release. Distribution is unlimited. |
