1 IntroductionIn the past, company performance was measured by asking "how much money does the company make?" To some extent they are right because gross sales, profitability, return on capital, etc. they are the results that companies must achieve to survive. Unfortunately, in today's business world, if management focuses only on the financial health of the company, numerous unintended consequences can arise. With dramatic changes in the economic environment, the traditional measure that focuses on minimizing production costs is no longer adequate (Hall, 1980). As a result, contemporary performance measurement that adopts both financial and non-financial measures was developed before business strategies.2 Traditional Performance Measurement Traditional performance measurement designs systems of measures that are mostly oriented towards cost efficiency and measured only in financial terms. This system does not provide for non-financial measures that are also linked to the organization's business strategy. The application of this system is basically suitable for mass production companies with the aim of minimizing costs. Factors such as global competition, improving technology and economic growth force the company to change its performance measurement system. By evaluating performance solely from accounting information and setting aside the performance process, it is not possible to fulfill the manager's responsibility to increase the value of the company. The large size of the business requires process-oriented measurement, which is suitable for mass customization manufacturers, rather than outcome-oriented. In the 1980s, the use of traditional performance measurement was perceived as insufficient to help managers maintain the company. .middle of paper ......investment systems that combine financial and non-financial measures considered more appropriate for the growing market. For example, the two well-known performance measures used by a wide range of companies: Balanced Scorecard (BSC) and Performance Prism. However, BSC is not a model that can be applied to companies in general. Under these circumstances, different market situations, product strategies and competitive environments require different scorecards. Companies must design customized scorecards that fit their vision, mission, strategies, technology and culture. On the other hand, Performance Prism is an alternative to BSC that is worth considering for companies looking for a system to measure and manage their performance. Based on a stakeholder-based approach, it is more flexible and more integrative than other systems.