The balanced scorecard is a type of digital dashboard. It was created by Robert S. Kaplan and David P. Norton in 1996 to help companies turn their strategic goals into action by identifying the most important metrics to measure, as well as identifying target goals to compare metrics against (Richardson et al., 2023). There are four components that make up the balanced scorecard which include financial, customer, internal process, and organizational capacity. Each category is related and affects the objectives of the company. In order to determine which measures you should include in the dashboard, you must understand how the four components interact. A balanced scorecard presents KPI's for decision making and follows the IMPACT model, it is based around a company's strategy. It is important to track performance and measure results and people are more likely to focus their work on projects that are being paid attention to. Some components you might include on a balanced scorecard for a publicly traded company include the following: Financial metrics on the balanced scorecard could include earnings per share, revenue growth, sales growth and inventory turnover. The type of financial measures used should capture the components of the decision-making tasks. Financial metrics can be very broad and general, such as growth, or they can be more specific. Customer metrics on the balanced scorecard could include customer satisfaction, number of new customers, number of repeat customers, and market share. Some specific metrics could include being raked first in a specific industry by customers. Internal process metrics on the balanced scorecard could include transaction efficiency, number of defects produced, machine downtime, number of products completed per day. They can even be specific and include metrics such as ensuring shelves are well stocked for a grocery store. Organization capacity metrics on the balanced scorecard can include number of employee suggestions that are adopted, turnover rates, hours of employee training and number of new products. Management needs to focus on ways to grow the company and how they can reach their strategic targets