As per Rosa et. Al., (2016) the Balanced Scorecard (BSC) is an adaptable arranging also, assessment strategy that permits the estimation of results money related, as well as under the incorporated vision of the methodology. The meaning of execution pointers empowers particular learning of all zones of the company, to characterize the most fitting estimation shapes for every objective, adjusting the objectives with the company’s procedure, showing the key guide, and the relationship of destinations with long-term objectives. 1) In this article, it clearly depicts that how the implementation of balance scorecard benefits the organization and also clearly explains the process of planning, executing and measuring the results of implementing balanced scorecard tool into the company project. An impediment experienced amid the examination was the absence of earlier learning with respect to managers about group execution markers, which emitted a high preparing time before presenting the down to earth some portion of the investigation. 2) In the second article, it clearly explained the cause and effect relationship of balanced scorecard model with perspectives suggested by others. BSC is perceived as one of the basic apparatuses for the directors in their workplace, When representatives are roused, empowered and framed, the inside procedures are executed proficiently, there is a higher seen quality by the customer and this reality favorably affects the financial execution of the organization. At that point, the principle conclusion is that BSC gives valuable data to demonstrate the effect that choices on the learning and development viewpoint have on inner forms and, thusly, impacts that choices on the procedures have on the client point of view furthermore, financial outcomes. 3) Third articles depict the basic leadership process and impacts of presenting the Balanced scorecard with various parameters. It found that showing an arrangement of key goals with causal linkages to administrators, with or without time delays, has a helpful effect on long haul benefit produced in respect to supervisors gave an arrangement of key targets without causal linkages. Be that as it may, creators were not able to discover a distinction in long-haul benefit age between directors accepting causal linkages with delays and those accepting causal linkages without delays. 4) The fourth article study examines at the impact of giving causal linkages in a procedure delineate a multi-period, dynamic setting. Understanding the advantage of including these causal linkages is vital, as they are exorbitant for organizations to create and Further, proposes that organizations fuse appraisals of dynamic highlights, for example, time delays, in a more nitty-gritty portrayal of an organization’s technique display than the present procedure outline. Understanding time postpones when settling on asset assignment choices and deciphering BSF input on the impacts of those choices are basic, as research has discovered that time delays in powerful choice situations are liable to misperceptions of input by decision-maker. As an IT professional, when balanced scorecard is implemented in my organization it helps to develop strategic planning and management systems which makes an organization to obtain a shared vision of success, and get employees to work on things which they need to concentrate and focus on the results. Performance balanced scorecard can also be implemented into organization but it can only helpful in organization chart strategic direction and measure the progress. References: Humphreys K. A , Dynamic Decision Making Using the Balanced Scorecard Framework. Accounting Review. Sep2016, Vol. 91 Issue 5, p1441-1465. DOI: 10.2308/accr-51364. Perramon, Jordi (2016); Learning to create value through the ‘balanced scorecard’ model: an empirical study, Total Quality Management & Business Excellence, Vol. 27 (10), p1121-1139. 19p. DOI: 10.1080/14783363.2015.1060853. Daniel (2016) , Using the balanced scorecard to enhance undergraduate education in a first year business course: A pilot study. Journal of Education for Business, Apr2016, Vol. 91 Issue 3, p132-137.DOI: 10.1080/08832323.2016.1140114. Calderón Molina (2015), implementing the balanced scorecard: its effect on the job environment. Total Quality Management & Business Excellence, Vol. 27 Issue 1/2, p81-96. 16p. DOI: 10.1080/14783363.2014.954364. Asgari, S. D (2017) Integration of Balanced Scorecard and Three- stage Data Envelopment Analysis Approaches. Iranian Journal of Management Studies. Spring2017, Vol. 10 Issue 2, p527-550. 24p. DOI: 10.22059/ijms.2017.222588.672419.