Various Strategy Maps and Their Components
The Strategy Map
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A Strategy Map is a diagram that describes how a company or
organisation can create value by linking strategic objectives in a cause and
effect relationship.
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It is based on the four Balanced Scorecard Perspectives: Financial,
Customer, Internal Processes and Organisational Capacity.
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The key element of the Strategy Map is that it is linked to the ‘scorecards’
that monitor the progress towards the Strategic Objectives.
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The ‘scorecards’ will include: metrics, targets for the metrics and strategic
initiatives to drive performance towards achieving the objectives.
The Balanced Scorecard
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The Balanced Scorecard is a strategic planning and
management method used to:
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align business activities to a vision and strategy of an organisation
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improve internal and external communications
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monitor organisational performance against strategic goals.
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The design of Balanced Scorecard concerns itself with:
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the identification of a
small
number of financial and non-financial
measures referred to as
Perspectives
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setting targets for the measures and then
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measuring them on a regular basis to determine success or failure.
Customer Value Proposition
Strategy Map – Classic Kaplan/Norton
Productivity Strategy
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Relationship
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Internal
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Learning &
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Perspective
Financial
Perspective
Strategy Map - Generic Example
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Sustained Shareholder Value
+
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Customer Value
Proposition
Vision: Leading with inspiration and courage, passionate about future possibility and change
Mission: Managing with greatness and strength, improving everything daily
Basic Strategy Map Background
Simple Example with ‘Strategic Themes’
Public Sector Example
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How should we appear
to customers?
At what do we need
to excel to fulfill
customer
expectations?
How will we sustain our
ability to improve?
What are our most
important financial
outcomes?
Simple Empty Template
Financial Perspective
Customer Perspective
Internal Perspective
Organisational CapacityPerspective
Theme one
Theme Two
Theme Three
Focus on Internal Themes
Internal Themes + Vision and Mission
Empty with Vision, Mission & Core Values
Core Values:
Pastel Colours
Strong Colours
Financial
Customers
Internal Processes
Organisational Capacity
Vision
Core Values:
Multi Coloured with Branding
Financial
Customer
Process
Capacity
Acme Strategy Map
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Integrated Strategy Map
16
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Mission:
The number one provider of ultra-high speed mobile networks and content to the United Kingdom
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Tier 1 Strategy Map
Vision: Transforming society through the provision of ultra-high speed mobile information services
Alternate with Strategic Themes
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Strategic Objective 1
Strategic Objective 2
Strategic Objective 3
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Theme One
Theme Two
Theme Three
A Less Colourful Version
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Strategic Objective 1
Strategic Objective 2
Strategic Objective 3
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Theme One
Theme Two
Theme Three
A Different Approach
Financial
Capacity
Internal
Customer
Vision: Mission:
A More Radical Approach
•
This circular version is
occasionally used to
focus everything towards
the mission and strategy,
as a rally-call it works
well. However it lacks in
its ability to present
causal linkages
•
Tesco used this approach
during their ‘Every Little
Helps’ campaign
Customer
Internal
Financial
Learning
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Financial Objective 1
Customer Objective 1
Learning Objective 1
Internal Objective 1
The Quickscore Application
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Software is not required to implement a Strategy Map or Balanced
Scorecard, but it does help.
•
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:
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create meaningful Strategy Maps with minimum fuss
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organise key metrics in a meaningful way
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display data and combinations of data
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provide management teams with a clear business overview
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allow users to input data easily and frequently
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Provide the means to ‘drill down’ to the underlying data should the
need arise to question a specific activity
•
Intrafocus recommends the
Quickscore
product to those companies
that want to take a structured approach to rolling out Strategy Maps
and Balanced Scorecards
This content discusses different types of strategy maps including the Balanced Scorecard, Classic Kaplan/Norton Strategy Map, Generic Example Strategy Map, and Basic Strategy Map Background. Each map highlights different perspectives such as financial, customer, internal, and learning & growth, along with various strategies and key components like improving cost structure, enhancing customer value, and increasing revenue opportunities.
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Presentation Transcript
Strategy Map Classic Kaplan/Norton Productivity Strategy Growth Strategy Financial Perspective Long-Term Shareholder Value Improve Cost Structure Increase Asset Utilisation Expand Revenue Opportunities Enhance Customer Value Customer Value Proposition Customer Perspective Price Quality Availability Selection Function Service Partnership Brand Product / Service Attributes Relationship Image Operations Management Processes Customer Management Processes Regulatory and Social Processes Internal Perspective Innovative Processes Supply Production Distribution Risk Management Selection Acquisition Retention Growth Opportunity Identification R&D Portfolio Design / Develop Launch Environment Safety and Health Employment Community Learning & Growth Perspective Human Capital Information Capital Organisational Capital Culture Leadership Alignment Teamwork
Strategy Map - Generic Example Mission: Managing with greatness and strength, improving everything daily Vision: Leading with inspiration and courage, passionate about future possibility and change Financial Perspective Sustained Shareholder Value Productivity Strategy Revenue Growth Strategy Increase Asset Utilisation Enhance Customer Value Expand Revenue Opportunities Improve Cost Structure Customer Value Proposition Customer Perspective Price Quality Availability Selection Function Service Partnership Brand Production Service Attributes Relationship Image Internal Perspective Operations Customer Management Processes Regulatory and Social Processes Innovative Processes Management Processes Processes that produce and deliver products and services Processes that create new products and services Processes that improve communities and the environment Processes that enhance customer value Learning & Growth Perspective Human Capital Information Capital Organisational Capital + + Skills Training Knowledge Systems Databases Networks Skills / Training Knowledge Teamwork
Basic Strategy Map Background Financial Customer Processes Capacity
Simple Example with Strategic Themes Financial Perspective Increase Shareholder Value Improve position in Defined Markets Increase Profitability Increase Revenue Streams Customer Intimacy Technology Driven Operational Excellence Customer Perspective Improve Advisor Position Improve Flexible Solutions Improve Repeat Business Rate Increase Added Value Internal Perspective Improve Resourcing Services Increase Knowledge Base Usage Improve Integrated Business Processes Improve Cost Management Strengthen 3rd Party Relationships Improve Solution Processes Organisational Capacity Enhance Relationship Skills Improve Operational Mgmt Skills Improve Solution Management Improve Industry Knowledge Enhance Career Planning
Public Sector Example Stakeholder Perspective Value to Taxpayer Customer Perspective Support Business and Commerce Balance Budget Safe Clear and Accurate Timetables Create Business Cases and Secure Funding Convenient Bus Services Lower Cost of Bus Transportation Services On Time as Promised Relationship Management Innovation Operational Excellence Easy to do Business With Drive Innovation in New Transport Systems Deliver World Class Bus Services Streamline Regulatory Approval Processes Improve Sustainability of Communities Internal Processes Accelerate Economic Development through Route Investment Develop and Introduce New Transport Technology Provide Cost Effective Solutions Optimise Availability of Busses Perspective Open and Frequent Communication to Impacted Customers Improve All Aspects of Bus Safety Optimise Planning of Bus Stop Position and Construction Understand New Route Needs (and Old) Organisational Capacity Perspective Empowered Customer Service Agents Integrated Knowledge Management Systems Highly Skilled Bus Drivers
Simple Empty Template Financial Perspective What are our most important financial outcomes? Customer Perspective How should we appear to customers? Process Perspective At what do we need to excel to fulfill customer expectations? Organisational Capacity Perspective How will we sustain our ability to improve?
Focus on Internal Themes Financial Perspective Customer Perspective Internal Perspective Theme one Theme Two Theme Three Organisational CapacityPerspective
Internal Themes + Vision and Mission Company VISON Statement Company MISSION Statement Financial Perspective Customer Perspective Internal Perspective Theme one Theme Two Theme Three Company Core Value Statement Learning and Growth Perspective
Empty with Vision, Mission & Core Values Vision: Mission: Financial Customer Internal Processes Core Values: Organisational Capacity
Pastel Colours Vision Financial Customer Internal Processes Organisational Capacity
Strong Colours Vision Financial Customers Internal Processes Core Values: Organisational Capacity
Multi Coloured with Branding Financial Improve Revenue Acme Strategy Map Customer Improve Something Process Improve Something Capacity Improve Something
Tier 1 Strategy Map Vision: Transforming society through the provision of ultra-high speed mobile information services Mission: The number one provider of ultra-high speed mobile networks and content to the United Kingdom Financial Increase Profit Increase Revenue Per User Decrease Operating Costs Customer Improve End User Experience Improve Clarity of Offering Improve Market Perception Internal Processes Improve Ease of use for End Users Improve Information Services Improve Offering Selection Organisational Capacity Improve Knowledge and Skills Improve Content Supply Improve Technology
Alternate with Strategic Themes Mission: Company Name Vision: Strategic Themes Theme One Theme Two Theme Three Strategic Objective 1 Strategic Objective 2 Financial Strategic Objective 3 Customer Internal Capacity
A Less Colourful Version Mission: Company Name Vision: Strategic Themes Theme One Theme Two Theme Three Strategic Objective 1 Strategic Objective 2 Financial Strategic Objective 3 Customer Internal Capacity
A Different Approach Vision: Mission: Financial Internal Customer Capacity
A More Radical Approach This circular version is occasionally used to focus everything towards the mission and strategy, as a rally-call it works well. However it lacks in its ability to present causal linkages Financial Mission Customer Internal Mission Vision Tesco used this approach during their Every Little Helps campaign Learning
The Quickscore Application Software is not required to implement a Strategy Map or Balanced Scorecard, but it does help. A good software tool will allow user to: create meaningful Strategy Maps with minimum fuss organise key metrics in a meaningful way display data and combinations of data provide management teams with a clear business overview allow users to input data easily and frequently Provide the means to drill down to the underlying data should the need arise to question a specific activity Intrafocus recommends the Quickscore product to those companies that want to take a structured approach to rolling out Strategy Maps and Balanced Scorecards
