Given the inspiration for the Influence Scorecard, and given the fact that it is the Six Influence Flows manifest in the Balanced Scorecard, its construction by definition enables us to prioritize investments in influence-related human, information and organization capital. This is a process that lives and breathes within organizations that use the Balanced Scorecard. It doesn’t quite kill the budget fight, because the tension isn’t fuelled by ego or who-shouts-loudest or who-knows-who but by transparent rationale. Certainly, heads will continue to champion their corner, but their weapons can only be strategy development, innovation and communication. No more lazy reliance on small tweaks to last year’s budget, but a fresh, zero-based budgeting approach that aspires to meet the coming year’s unique challenges and opportunities.