In recent years, strategic management concepts seem to be gaining greater attention from the academicians and the practitioner's alike. Balanced Scorecard (BSC) concept is one such management concepts that has spread in worldwide business and consulting communities. The BSC translates mission and vision statements into a comprehensive set of objectives and performance measures that can be quantified and appraised. Using current literature analysis, interpretation and review of corporate practices, this paper demonstrates whether the BSC can be seen as a "necessary good" for modern organisations or is it just an addition to the existing management processes. The paper reviews whether there exists significant difference amongst the BSCs of organisations compared with others and reviews how ideally the BSCs are formulated and the shortcomings in the current BSC concepts. (Contains 2 figures and 8 tables.)