Sanjiv Anand, Chairman, Cedar Management Consulting International

Organizations often fail to implement sound strategies because structures, tools and mindsets have not evolved with changing strategy demands. As value creation shifts from tangible assets to knowledge, relationships and capabilities, traditional financial controls and centralized command-and-control models prove inadequate. Execution suffers due to weak planning processes, overreliance on budgets, unclear strategy ownership, fear of measurement, poor data, too many metrics, and lack of sustained CEO commitment.

Cedar’s experience with Indian companies highlights 17 recurring challenges, including confusion between management frameworks, underdeveloped MIS, misaligned projects, manual data collection, and weak communication. Many firms struggle to translate strategy into actionable, owned initiatives and to balance financial lag indicators with operational lead indicators.

The Balanced Scorecard addresses these issues by providing a shared language for strategy, aligning objectives, measures and initiatives, clarifying accountability, and enabling continuous execution. Success depends on leadership commitment, disciplined measurement, effective communication and persistence in embedding the approach organization-wide.