Volkswagen do Brasil (VWB) faced many challenges upon Thomas Schmall becoming CEO in 2007, including decreased market share, currency issues, and an inefficient culture. VWB's new strategy aimed to regain market leadership through building a high-performance team, rebranding with motivated employees, focusing on quality and innovation, and changing the bureaucratic culture. Implementing the Balanced Scorecard and strategy map helped translate the strategy into clear objectives and metrics to monitor progress across financial, customer, internal processes, and growth dimensions. This provided transparency and improved relationships with stakeholders to support timely implementation of changes needed to address challenges. While implementing the Scorecard was initially time-consuming and resource-intensive, it ultimately facilitated