Balanced Scorecard (BSC) is one of the most commonly used technique for managing strategic plans for both for-profit and non-for-profit organizations. In addition, BSC is widely use nowadays for other purposes within organizations. In any organization, new strategic plans usually come with new initiatives and systems. This king of change may force organizations’ management team to improve or modify their work processes accordingly. Also, due to the rapid change in markets and technology, process improvement be as a must for organizations to stay competitive. Resistance to change is one of the main issues organizations face when it implementing updates, modifications or any king of changes on work processes. Organizations could use BSC as a tool to track and meager the progress in their strategic plan implementation. In addition, organizations’ management may use well defined tools to measure and manage any resistance to change could occurring during new strategic plan implementation. Instead of using two or more different tools to manage the organization’s strategy and its employees’ resistance to change, the aim of this study is to explore the possibility of using BSC as a single tool for managing both organization’s strategic plan and employees’ resistance to change simultaneously. This study is supported by a literature review on the effectiveness of BSC and its implementation in governmental institutions. In particular, this study focuses on the Central Correspondence Department (CCD) at Jeddah Municipality (JM) and the correspondence tracking system (CTS) as a case study. Finding of this study show the efficiency of using the BSC technique, for resistance to the change measurement through specific Key Performance Indicators (KPIs).