Having a good plan for strategic development is not enough. It is important to provide its realization, integrate into operative activity of the organization. Here, at a stage of introduction, the basic points of inertia, resistance and failures are being found out. Heads of many enterprises, who successfully carry out strategic management, are using Balanced Scorecard – BSC to unite business processes, financial, material and intellectual resources, information technologies, systems of assessment and controlling, structural divisions and each employee for effective achievement of general strategic goals.

• Structuring strategic policies (perspectives)
• Defining and balancing Key Performance Indicators – KPI
• Establishment of relationships of cause and effect
• Formation of architect concept – building Strategy maps
• Decomposition of the BSC on all levels of management
• Development of Personal BSC of personnel
• Development of a motivational system on the basis of BSC
• Integration of BSC in management system
• Adaptation of the BSC for use of government and non-profit organizations.

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