In previous studies on the topic of Balanced Scorecard, the cause-and-effect relationships between strategic objectives have been neglected, as a quantitative analysis seems impossible. Furthermore, no procedural model has yet been developed to determine the cause-and-effect relationships between strategic objectives.

Torben Hügens conducts a qualitative analysis of the possible cause-and-effect relationships between the strategic objectives of a Balanced Scorecard, utilizing a method of Qualitative Reasoning. Based on an exemplary qualitative simulation of a set of cause-and-effect relationships for a fictional company, it is now possible to make statements about how a company could develop under the given assumptions. As a supportive element for practical application, the author develops a procedural model that assists companies in the practical consideration of cause-and-effect relationships. This enables the future security of companies through a qualitative simulation of possible future states of the company.