The balanced scorecard, if used correctly by managers could be used to transform low performing information technology service teams into highly productive and profitable units that meet customer service expectations. Two research questions are answered: Was it the balanced scorecard approach, that made a difference to employee productivity and business performance of the unit, and if so how? What management changes enhanced service delivery improvements which resulted in a change in customer satisfaction? An exploratory research was executed covering three years of the balanced scorecard implementation in a New Zealand Information Technology Service Organisation interviewing managers, employees and a customer director. Some findings are: a lack of process and management leadership; communication was poor; relationships between engineers, managers, Medicare and NZIS were also tensed and distrustful. Recommendations and conclusions form the last two sections.
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