BP Chemicals has deployed a coherent, consistent but evolving version of the balanced scorecard for almost a decade. The scorecard has survived a major merger with Amoco in 1999, the retirement of a chief executive and numerous organizational changes.

Duke Children's Hospital in North Carolina introduced its scorecard in 1996 to help address strategic, financial, clinical and operational challenges, and eventually improve patient care. After piloting, the scorecard was systematically introduced into ten other hospital units.

Southern Gardens Citrus Processing has transformed itself over a five-year period from industry laggard to leader, due in no small part to its expert understanding, design and deployment of the balanced scorecard. This incorporates a core values perspective, in addition to the usual four quadrants, and innovations include an annual bonus scorecard.

Danish plastics manufacturer, Borealis Group, has used the balanced scorecard for around six years and currently has over 50 versions for different business divisions, operational locations and functions, all of which integrate with its original corporate scorecard.

Faced with sector pressures and different internal drivers, corporate communications network provider, Avaya UK, introduced a scorecard in 2000 and has cascaded it through the 650-employee organization. Central features include its strong linkages to strataegy and strategy execution.

The balanced business scorecard was first introduced at Nationwide Building Society in 1995. Since then around 30 versions have been adopted in different business units and areas, but the organization does not have a corporate scorecard.

Banking 365, a business unit of Bank of Ireland's Retail Division, adopted the balanced scorecard at its inception as a direct banking operation in 1996. Several years on, Banking 365 has achieved strong scorecard results in each of its four perspectives and increased book size of 32 million to 200 million Irish pounds.