This study was motivated by the need to establish what effects the balanced scorecard have on change management and performance of Commercial Banks in Kenya. The study utilized a descriptive cross-sectional survey so as to determine the use of balanced scorecard as a strategic tool and its impact on management of change and performance of commercial banks. The conceptualization of this study was anchored on open system theory and supported by organization change models which include Lewin's force field analysis and Kotter's eight stage model. The target population of the research was eleven commercial banks listed in the Nairobi Securities exchange. The data used for the study was primary data. The respondents included operations managers and representatives from the top management of the banks. Data analysis was done by use of descriptive statistics as well as inferential statistics. The investigation found that the balanced scorecard assumed a major part in overseeing and monitoring change which thus means better execution. The study recommends that every commercial bank ought to constantly emphasize application of the balanced score with a specific end goal to track performance and measure it against the preset objectives. The findings of the study will serve to improve the Theory of the Balance Scorecard as a tool for performance measurement by laying out critical insights on the fundamental principles that were assessed on.