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Purpose – The aim of this paper is to demonstrate how agility as a central focus of an organization can be achieved through a modified balanced scorecard (BSC) system. Design/methodology/approach – An action research approach in a single organization is used to investigate the practicality and usefulness of an agility-focused BSC. Findings – While the theory of constraints (TOC)-based approach was improving agility, it is too short-term. Using a BSC, based on agility principles, staff in the organization had their direction focused on drivers of important strategic issues and enabled a more agile environment. Practical implications – Managers using the TOC have a way forward to use the TOC system, but build a performance measurement system that leads to agility and more sustained competitive advantage. Originality/value – The role of a BSC in enabling agility in an environment using TOC has not been previously investigated.

This paper describes the development, modification and testing of a tool designed to assist small firms in making more appropriate decisions regarding Information and Communication Technology (ICT) selection and implementation. Using a combination of quantitative and qualitative methods, a number of possible tools were initially developed to support firm-based self-diagnostic exercises. Research outcomes from a joint European-Australian research project were regionalized for Australian conditions through collaborative product development with a number of Australian SME manufacturing firms. This paper reports on the pilot implementations and the outcomes achieved with these Australian SMEs. These implementations have shown successful outcomes for the trial SME participants and have led to the creation of an on-line self-assessment tool to allow wider access by interested SMEs.