Purpose: The purpose of this paper is to present a unique version of the balanced scorecard developed and applied by the faculty of a university division. Design/methodology/approach: The paper uses a case study approach and uses the experiences of the faculty of a business school to describe the process and benefits of developing a custom balanced scorecard. Findings: The unique version of the scorecard revitalized the faculty and resulted in a process model of organizational change based on the balanced scorecard that can be used in many academic divisions. Practical implications: This unique version of the scorecard helped to establish a program of continuous improvement and facilitated the formulation of strategic initiatives. The documentation provided in the scorecard supports requests for increased budgets and grant applications. Originality/value: University and faculty administrators can use the model developed in this paper as a basis of a change program that can help design improvement programs, facilitate strategy development, and support funding requests. (Contains 6 figures and 2 tables.)