User write a response to this discussion post: The balance score card is good for a high-level look at what a company is trying to achieve. It reviews how the customers view the company, how the stakeholders view the company, how the company creates value and what core competencies are required to achieve competitive advantage. The balance score card is good to create overall company performance goals but lacks the detail to define what each department and individual employees' roles and expectations are to achieve the goal. To define the roles and expectations of employees' companies use various methods for goal setting. A popular one is S.M.A.R.T. (Specific, Measurable, Achievable, Relevant, Time-bound SMART) goals. This is a way to define metrics for each person in relation to what they are expected to do to help the overall goal of the company. While reading Reeves article this quote stuck out "It's hard to manage to specific, time-based targets when demand, technology, business models, and competitor sets are incessantly shifting,". (Reeves,2018) I believe that sums up the problem with any goal setting method. Companies set these goals based on what results their strategic plan expects the employees to help achieve. I work