Synergy in Strategy Maps?

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Synergy in Strategy Maps?
Is it possible to include corporate level (strategic) synergy effects into a Strategy Map? How? (Strategy maps seem to be directed primarily at the business strategy level)

Adding synergy in strategy maps
I believe you can, by creating a new map on the higher level.

Adding Higher Level Targets to Strategy Maps
Yes, I did one for my company.
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.

Creating Corporate Level Strategy Maps
How do we implement such a strategy map at the corporate level as opposed to at business unit level?

Corporate Synergy?
I think corporate level have to be the sponsor on "thinking and acting in according to BSC". Your question is good, but what do you mean, exactly, with corporate level synergy effects?

Synergy in Strategy Maps
Adonis, Member
For synergy you need "connectors" which allow the information exchange between two same perspectives of two different maps of two companies.
A connector allows information exchanges which modifies internal to each company processes for an optimal synergy...

Re: Synergy in Strategy Maps
Theresa Wang, Member
I have the same question as William: How can corporate level synergy effects be built into a strategy map? If yes, what kind of business strategic success does that help on? And in which area?

How to Deal with Synergy in Strategy Maps
Hi William. Nice question. You can only talk of synergy if two or more areas, perspectives and/or objectives are related and can affect each other directly (in a positive way).
A major strength of Strategy Maps is that they have cause and effect relationship already built in at a high level.
Depending on what the organization perceives as efficient utilisation of resources and its effect on strategy for example, one can map it such that internal processes improvement affects the learning and growth perspective - proces improvement leading to less man hours spent on the job meaning resources can be deployed elsewhere reducing the need for recruitment but increasing the need for reskilling or upskilling, a synergetic effect.
In this case, visually speaking, the arrows could be pointing both sides.. A well thought out strategy should include all of these effects and a map depicting the same can be drawn.

Synergy Never Comes for Free
Bernhard Keim, Premium Member
To lobby a "strategic" acquisition people like to emphasize its synergy effect on the existing operations. This synergy might occur, but it is not for free and one must be able to qualify and quantify these effects in some manner. Even then outcome might be similar to the one Daimler experienced by buying Chrysler. The cultures didn't match. Forcing synergy harmed both companies.
Editor: agreed, see also discussion: Do Mergers and Acquisitions Add Value? Let's keep the discussion here focused on how one can quantify or at least model synergy effects into strategy maps.


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