This article examines the risks of implementing the balanced scorecard as one of the most practical strategic management tools, and the Isfahan Iron and Steel Company has been selected as a case study. For the implementation of this new tool in strategic management, four risk categories have been identified, including risks arising from management factors, risks arising from structural factors, risks arising from cultural and human factors, and risks arising from infrastructure factors. This research is an applied research in terms of its purpose and nature and method, and a descriptive-survey research. Interviews with senior managers and their consultants, as well as a questionnaire, are used to collect research data and information. The questionnaires distributed among managers and supervisors are closed-ended and researcher-made. The statistical population of this study is 518 senior managers and consultants to managers, as well as supervisors of Zob Ahan Joint Stock Company, who play an important role in implementing the balanced scorecard, and the sampling method will be random stratified and divided into managers and supervisors, proportional to the volume. Determining the impact of each of the managerial, structural, cultural-human, and infrastructural risks of implementing strategic management based on the average was one of the findings of this study.