In many of the companies that have abolished traditional budgeting, the balanced scorecard has become a true cornerstone in the new management process, instead of a competitor to the traditional budget with the two often sending conflicting and confusing signals to bewildered managers. Leaving the budget in Statoil in 2005 resulted in a turbo-charging of our scorecard process, after having operated with budgets and scorecards in parallel since 1997. Now the organisation realised that we were serious about the scorecard, it was no longer just a new box on top of all the old ones.