The Balanced Scorecard (BSC), popularized by Kaplan and Norton (1996a, 1996b), has become widely discussed and used (see, for example, Olsson, Karlsson, & Sharma, 2000). The basic notion of the BSC is that organisational performance ought to be evaluated from more than simply a financial perspective. This notion is sound and was an improvement over the traditional focus upon only financial performance. However, there is a fundamental problem with the version of the BSC proposed by Kaplan and Norton (1996b). Specifically, the Balanced Scorecard version proposed by Kaplan and Norton (1996b) is based upon the notion that “four perspectives” ought to be used to evaluate organisational performance: customer, internal business processes, learning and growth and financial. While this has intuitive appeal, the basic problem is that Kaplan and Norton (1996a, 1996b) have not provided any empirical support for these particular “perspectives.” We do not know whether these are the correct perspectives to be used as a basis for assessing organisational performance. This can have serious consequences for organisations. Managers are implicitly being encouraged to focus upon these four factors, when others might be more significant. In addition, this paper also questions the meaningfulness of the four perspectives proposed by Kaplan and Norton in terms of their construct validity. This is not just an academic quibble. The significance is that if the factors used in a strategic management system, such as a BSC, are invalid, managers can focus upon the wrong things and this, in turn, can potentially be damaging to companies, investors, and in turn, optimal societal resource allocation. Instead of the four perspectives proposed by Kaplan and Norton, there is evidence that there are actually six “key strategic building blocks” of successful organisations (Flamholtz, 1995; Flamholtz & Aksehirili, 2000; Flamholtz & Hua, 2002), and these should be used (in addition to financial results) to provide true balance for both performance measurement and strategic management. This should not be viewed as invalidating the original concept of the Balanced Scorecard, but rather as the next logical generation or iteration of its development.