To minimize common measures bias when developing divisional b within a corporation, d. it is important to stop gathering information when the results for the division look go a. one division may focus more heavily on a subsct of the four perspectives, for example while other divisions focus on different perspectives, such as customer and financia Oc. the performance mctrics should bc treated as strategic objectives in and of themsclve

In order to develop divisional balanced scorecards for unique divisions within a corporation, each division must be a focus equally on all four perspectives of a balanced scorecard. Financial, customer, internal process, and learning and growth are the four viewpoints in a standard balanced scorecard.Explanation Managers today are well aware of how measurements affect performance. Measurement, on the other hand, is rarely considered a significant component of their strategy. Executives may propose new strategies and operational approaches targeted at producing breakthrough results, yet they may continue to use the same short-term financial indicators they've used for decades. To create divisional balanced scorecards for distinct divisions within a corporation, each division must place equal emphasis on all four viewpoints of a balanced scorecard. Financial, customer, internal process, and learning and growth are the four viewpoints in a standard balanced scorecard. Correct answer is c The performance metrics should be treated as strategic objectives in and of themselves within each divisionHence, performance metrics should be treated as strategic objectives in of themselves within each division to minimize common measures bias developing divisional balanced scorecards for unique divisions within a corporation,