The purpose of this study is to investigate the pre and post implementation of changernmanagement (BSC and strategic planning) on performance of Ethiopian Federal Ministry ofrnHealth. Both qualitative and quantitative approaches are employed. The data are gatheredrnfrom employees of the Ministry through survey questionnaires, and from directorate headsrnthrough interviews and focus group discussions.rnThe researcher identified that the major bottleneck for implementation of strategic planningrnand BSC are lack of adequate resources for training and software, extent of staff participationrnand lack of adequate resourcesrnThe research established that the balanced scorecard is a useful tool. It helps organizations tornturn visions into reality with accuracy and efficiency. Strategy and BSC implementationrntherefore require that all business units, support units and employees be aligned and linked tornthe strategy and scorecard.rnThe study concludes that the main objective of the Balanced ScoreCard is to bring the differentrnperspectives (finance, internal business processes, learning, growth and clients) together in arnuniform system. The study recommends organizations to adopt balanced scorecard andrnstrategic planning for measuring performance and for better progress. But it should make deeprninvestigation in implementing any management tools. Taking one or more countries asrnreference is not enough rather it is better to see or analyse the environment in which thernorganization is working.rnFinally the paper provides information and suggestions that are helpful for companies that arerninterested in developing strategic planning and balanced scorecard.rnKeywords Balanced Scorecard, Strategic planning and organizational performance