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Strategy Maps (Kaplan Norton) |
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Picturing and communicating how an organization can create value: connecting strategic objectives in cause and effect relationships with each other. Explanation of Strategy Maps of Kaplan and Norton ('92, '01). |
What are Strategy Maps? DescriptionIn the 2001 book "The Strategy-Focused Organization", Kaplan and Norton transform their Balanced Scorecard. In 1992 they introduced the Balanced Scorecard in the Harvard Business Review as system to measure performance; now they change it to a strategic management system. A lot of this transformation was done by further emphasizing the so called Strategy Map.
Strategy Maps are diagrams that describes how an organization can create value: by connecting strategic objectives in explicit cause and effect relationship with each other. Via the four Balanced Scorecard perspectives: financial, customer, processes, learning and growth. See the figure below (You can click on the graph to download a bigger one in pdf-format). Strategy Maps are a strategic part of the Balanced Scorecard framework to describe strategies for value creation.
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| Luis Villegas - Mexico | Customer Perspective | "Good morning, In the Customer Perspective of the Strategy Map there is a product/service attribute called "Selection". What does it mean? Examples?
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| Sam - Australia | BSC | "Does the strategy map tell the same story of Balanced Scorecard? Both of them are talking about these four perspectives." |
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Compare with Strategy Maps: Balanced Scorecard | Office of Strategy Management | Performance Prism | Catalytic Mechanisms | Intangible Assets Monitor | People CMM | IC Rating | TQM
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| § Al (NL) | synergy in strategy maps | "I believe you can, by creating a new map on the higher level" | |
| § Stephen (USA) | Higher Level Targets | "Yes, I did one for my company and the challenge is to find the right quantification of the corporate synergy goals. If you act in a non fact based corporate culture you will obviously have a hard time selling this." |
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