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For the corporate real estate (CRE) executive who has the opportunity to plan a campus, this paper presents guidelines to ensure that campus workplace solutions are aligned not only with corporate objectives but with the corporate culture as well. The paper draws on a variety of corporate campus solutions and emphasises the importance of understanding the role of CRE in supporting the company’s unique culture and in enabling change to that culture.

With corporations reinventing and changing themselves with increasing frequency and speed, what is the real estate industry doing to enable that change? This paper presents the perspectives of a corporate tenant, a developer and an interior designer to answer the question of what some companies are doing to make workspace more flexible and to shorten the cycle time for the processes by which workspace is constructed, procured and fitted‐out for new occupancy. The following questions will be answered ‐ In the low vacancy market prevalent in so many parts of the United States, what strategies are corporate real estate executives in high‐growth companies using to acquire space fast? ‐ What trends are emerging in the industry to streamline the processes to build, acquire, fit‐out and manage space? ‐ How is the industry changing its product to ensure that the space that is delivered can meet a variety of users and uses as occupants churn through the space in unforeseen ways?

The purpose of this paper is to evaluate Balanced Scorecard by listing claims made by its authors and counterclaims made by other scholars/authors; to justify further research for answering the question “how to measure” in a broad manner; and to justify further research in “dynamic performance measurement systems for global organisations”.

By referencing relevant literature, this paper first evaluates Balanced Scorecard. In its second part, the problems associated with designing and implementing performance measures are listed and lack of research in dynamic performance measurement systems for global organisations is brought to attention. The third part emphasises the need for further research to address the issues mentioned in part two.

The literature reveals that Balanced Scorecard still prevails as the dominant performance measurement system. Successful implementations, however, are much less prevalent and translating Balanced Scorecard to concrete action is still a problematic area.

A vast, multidisciplinary volume of literature is available on performance measurement. This review has referenced mostly recent (2000‐2005) literature.

This review provides a reference for academics/practitioners by listing and organising major claims made by authors of Balanced Scorecard and counterclaims made by other authors/scholars. This review also brings to notice the difficulties associated with designing and implementing measures, identifying opportunities for ongoing research.

This paper forms the basis for a new research direction that considers global organisations and explores the design of a dynamic performance measurement system that operates within an integrated framework of business processes.