The purpose of this article is to show how a System Dynamics Modelling approach can be integrated into the Balanced Scorecard (BSC) for a case company with special focus on the handling of causality in a dynamic perspective. The case company’s BSC model includes five perspectives and a number of financial and non-financial measures. The overall idea of BSC is to make the strategy operational, as proposed by Kaplan and Norton (1992; 1996; 2007) and to use the strategy for simulation. Our results indicate that a company may gain great learning insight from such simulation studies. The whole article will be published in a coming issue of Journal of Business and Systems Research.