Problems with strategy maps
Jason Kent, Director, United States, Member
I've seen/experienced that an
organization's sense of urgency results in moving forward too quickly without proper planning. I've facilitated small workshops at the beginning of a change initiative, for example, to get people around a table brainstorming about the items in a strategy map (like the one on this page) so that they at least understand all the nuances that exist. It also gets them thinking early on about the effects (positive and negative) on others (such as a client) which can easily be overlooked, as well as starting to identify key stakeholders to make sure the change initiative runs more smoothly. The project/change typically moves forward before all of the details are hashed out but at least this "time out" provides a checklist so that everyone understands what is (or should be) involved in implementing a new strategy.
