Strategy Maps

1
Vision
Themes
2
4
Objectives
Perspective
3
Strategy Maps
Creating coherence in strategy, telling the story in one
page and building truly balanced scorecards.
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Strategy Maps are fundamental to developing a sensible

and truly balanced Scorecard
Summary
The strategy map is critical if we are to build a logical and truly balanced scorecard. Why? Because
scorecards are measurement systems that help us to implement the strategy. If the strategy is not
cohesive or properly aligned across the organisation, we will never have a good scorecard. The
implication is that we will implement on incoherent actions that deliver a totally different result.
2
Vision/ Mission/
Strategic Objectives
Strategy Map
Scorecard
Hence, define the vision and the overarching goals for the organisation before creating a map of the
strategy. Following which, we can proceed to measures and programs for the developed strategy of
the organisation.
The idea of map is that of connected actions that are coherent and deliver on the vision.
There are four key components of the strategy map

Summary
1
So, the approach to take

to develop the strategy
map is to define the future
state of the company.
Essentially this is the
company of the future that
we want to build.
Vision
Themes
2
A clear picture of the

future company can only
be seen when one
imagines the look and
feel of the company when
the vision is achieved.
This look and feel is the
theme, or strategic theme
The various actions and

outcomes that need to be
done or achieved are
termed objectives. Those
objectives are put into
categories called
Perspectives.
Objectives
Perspective
3
Each look and feel will be

examined along four
guidelines i.e. Financial,
Customer, Process and
Growth. These four
guidelines will enable the
designer of the strategy
map to
Once defined, the strategy map can then be created. Without any of the above components
no actual mapping can exist, at least logically.
Outline
The Fundamentals
Developing the Strategy Map
Examples
Strategy is about actions and outcomes that are relevant

to the situation of the organisation
Strategy is a set of competitive moves that are targeted towards the realisation of goal(s). It is the
game plan of the military or businesses for conquering or becoming the top business respectively.
Several pathways are open to an organisation. Strategy is all about making choices of which way(s)
to go. It works by asking the right question. Hence proper thought has to be given to the type of
question before the right answers can be provided.
Where are we now?

Where do we want to go?
How will we get there?
How do we know if we got there?
Whether created before or later in the life of a business, strategy is critical to success, but
it may be difficult to understand the coherence of a strategy unless it is mapped.
The role of strategy is pivotal
Bridges the link from mission to getting results
Mission
Why is the
company
existing
Individual
Objectives
Strategic
Initiatives
Values
What we
believe in
BSC
Vision
What we want
to acheive
Strategy
What we need
to do
Implementatio
n and focus
What an
employee
needs to do
Strategic
Outcomes
Satisfied
Shareholders
Happy Customers
Effective process
Motivated
employees
Our game plan
Strategy is that spark of life that gives energy to the mission of the company helping it realise its
objective. Without that critical link there will be no way to know what to implement, to distinguish from
other competitors, to define who to target and how to make them buy the products time and again.
The strategy map shows the course of the action

including outcomes
A typical scorecard will include: key performance indices,

targets for the metrics (or indices) and strategic initiatives
which are activities for implementing our choice metrics
e
The key benefit of the Strategy Map

is that it immediately translates to
the organisational and employee
performance scorecards.
It is based on the four

Balanced Scorecard
Perspectives: Financial,
Customer, Internal
Processes and Capacity,
Learning & Growth.
It helps to visualise the strategy

of the company. Showing the
b
strength of the logic behind the
strategy to actually deliver on the
ultimate goal, which is the vision.
a
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.
The Generic Strategy Map Designed By The Duo, KaplanNorton, Looks Like This:
Productivity Strategy
Growth Strategy
Financial
Perspective
Long-Term
Shareholder Value
Improve Cost
Structure
Customer
Perspective
Increase Asset
Utilisation
Expand Revenue
Opportunities
Customer Value Proposition

Price
Quality
Availability
Selection
Function
Service
Product / Service Attributes
Internal
Perspective
Enhance
Customer Value
Partnership
Relationship
Brand
Image
Operations Management
Processes
Customer Management
Processes
Innovative Processes
Regulatory and Social

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
10
Strategy maps tell the story of the strategy in a single

page
Strategy Maps in Big Picture
Like nails and harmers are tools to the carpenter, so is strategy map in the hands of a strategist.
Strategy maps help to visualise the logic behind a strategy. The map is not the result in itself, it drives
to a goal, which is ability to implement the strategy. In physical terms, that refers to the scorecard.
Strategy Maps are created after defining an organisations objectives. The objectives are then linked in
a cause-effect relationship like seen in previous slides. The linking helps to ensure that one objective
is truly a driver for another. Once done, it is time to define measurement metrics for each objective.
Each metric carries a target and in turn a project initiative to drive implementation. The assemblage of
this later architecture is termed the Balanced Scorecard.
2
Vision/ Mission/
Strategy Map
Scorecard
The strategy map is all about alignment, it is a check-n-balance to ascertain that the strategy is
in order and that it makes sense for the company to now implement.
11
Strategy maps is translated into Balanced Scorecard

(BSC); the template for BSC looks like
Balanced Scorecard
These objectives are mapped by linking

them in a cause-effect relationship: The
Strategy Map
Perspective
Objective
Metric
Target
Initiative/
programme
Owner
Financial
Xxx
1,2,3
1,2,3
1,2,3
Bob
Customer
Xxx
Yyy
1,2,3
1,2,3
1,2,3
1,2,3
1,2,3
1,2,3
TJ
Internal process
Xxx
1,2,3
1,2,3
1,2,3
Michael
Learning &
Growth
Xxx
1,2,3
1,2,3
1,2,3
Ade
Other elements such as weights per metric, budget per objective can be added to have a
complete picture of the scorecard
12
Objectives usually fall into one of four perspectives
Strategy maps is a series of
cause and effect relationships
of the strategic objectives,
starting from the bottoms
(L&G) up (Financial)
Financial
If we succeed, how will we look to
our stakeholders?
Customers
How should we appear to our
customers?
Internal Processes
Where must we excel in our
business processes?
Learning & Growth

How we will sustain our ability to
change and growth?
This alignment reflects in the

ensuing scorecard that
derives from the strategy
map.
The scorecard is balanced
because it provides a line of
sight from strategic to
operational activities within
the company.
13
Not Skipping the Strategy Map has immense benefit
It provides a clear and concise means to communicate a company strategy.

Research has shown that generally less than 10% of employees have a clear
understanding of their companys strategy. The same research also shows that 50%
of executives spend little or no time on strategic discussion.
It focusses attention on key strategic objectives and consequently key strategic

metrics. Early use of Balanced Scorecards had a low success rate as the metrics
were chosen from operational metrics already in use rather than metrics to drive
strategy.
It provides a good model for what is actually driving the strategy. With the focus on
measurable objectives and strategic initiatives comes feedback on what works and
what does not and therefore changes can quickly be made to reinforce the strategy.
Clear strategic objectives drive clear strategic initiatives. At a time when budgets
have to be managed carefully, the Strategy Map provides the means to identify
exactly where strategic funding should be applied for the best results.
14
Outline
The Fundamentals
Examples
15
There are four key components of the strategy map
So, the approach to take

to develop the strategy
map is to define the future
state of the company.
Essentially this is the
company of the future that
we want to build.
A clear picture of the

future company can only
be seen when one
imagines the look and
feel of the company when
the vision is achieved.
This look and feel is the
theme, or strategic theme
Vision
Themes
2
4
The various actions and

outcomes that need to be
done or achieved are
termed objectives. Those
objectives are put into
categories called
Perspectives.
Objectives
Perspective
3
Each look and feel will be

examined along four
guidelines i.e. Financial,
Customer, Process and
Growth. These four
guidelines will enable the
designer of the strategy
map to
Once defined, the strategy map can then be created. Without any of the above components no
actual mapping can exist, at least logically.
16
The beginning of developing strategy maps is to define

the purpose and goal of the company
1
Vision
Themes
2
Objectives
Mission and Vision
Perspective
3
A Strategy Map cannot be created without meaningful mission and vision statements. They become the
foundation of the Strategy Map; they are the over-arching statements of purpose that encapsulate the ultimate
goal(s) of the company or organisation. Traditionally a Mission describes what a company does best every
day and a Vision is what the future looks like because the mission is done so well.
For Mission, think: Managing with greatness and strength, improving everything daily.
For Vision, think: Leading with inspiration and courage, obsessed with future possibility
These two statements suggest that both the mission and vision should be inspiring, they should be something
that everyone in a company wants to get behind and believes to be true. All too often mission and vision
statements are generic and uninspiring or worse, long and laborious. An example of a good mission
statement comes from Nike: To bring inspiration and innovation to every athlete in the World. The Nike
vision statement however leaves a lot to be desired: To be the number one athletic company in the world
Interestingly, the Nike vision statement of the 60s was somewhat more inspiring if not a little aggressive:
Crush Adidas
The vision of a company is the ultimate goal to be achieved and the strategy answers how it
will be done.
17
Then define the strategic themes, which are arrow-head

activities (of the strategy)
1
Vision
Themes
2
Vision, Mission
Themes
Objectives
Perspective
Theme 3
Theme 2
Theme 1
Strategic themes are broad action-packed activities that can be broken into further subactivities and outcomes.
* Tom Peters
18
They are also referred to as the Pillars of Strategy or

guiding policies
Vision
Themes
2
Objectives
Analogy for the Strategy Theme
Perspective
3
Vision
Operating Model
NB: For example only
Performance
Management
Customer
Segmentation
Market Focus
and positioning
STRATEGY
Operational
Excellence
Strategy Themes are

also referred to as
beams or the Pillars
of strategy, because
they are the key part
of a companys
strategy out of which
other strategies
emerge. Those ministrategies are the
objectives that
together make the
themes.
Themes are generally between 2 and 4, it all depends on what is necessary to make the
strategy happen.
19
How can the themes be defined?

1
Vision
Themes
2
Ask Key Questions About the Vision
Objectives
Perspective
3
To define a strategic theme it is important to be able to imagine the future state of the company.
This refers to the situation when the vision is realized. One way to achieve this is to ask important
questions. When asking such questions, imagine that you are already in the future.
What results can I see as we achieve our vision?
How are people seeing the company?
.
.
What activities are we undertaking that made us successful?
How close are we to the customers? And, how are

we truly solving their problems?
What have we learnt in the last few years that has
made a lot changes for us?
Asking important questions about the future state is to actually question the Vision aswell.
20
Describe the (future) situation and then reword or capture

it in a succinct way (or reduce to a 3/5-word phrase)
1
Vision
Themes
2
To arrive at the strategic themes, describe the future successful situation. Describe as many situation
as can be observed imaginatively. Merge similar situations together until three or four distinct
situations emerge. Each situation can then be captured succinctly using an action-packed phrase.
Each phrase becomes the strategic theme for the organisation. The themes may look similar across
various organisations, but the situations will definitely differ.
Future Situation
Strategic Theme
Objectives
Perspective
Our processes are supported by the best

technology available that we are able to serve
customers faster and better than others
We know our customers so much so that we
can almost predict their reaction when asked to
do business with us
We only make the best quality, most
innovative, feature-rich products that work and
people love
Everyone praises us for our good deeds in the
environment
Achieve Operational Excellence
Increase Customer Value
Achieve Business Expansion
Be a Good Corporate Citizen
The resultant phrases form the strategic themes
21
Next, lets introduce the Balanced Scorecard Perspectives

1
Vision
Themes
2
Objectives
Components of the Strategy Map
Perspective
3
PERSPECTIVES
Vision, Mission
Internal
Learning & Growth
Theme 3
Customer
Theme 2
Financial
Theme 1
22
Break each theme into Strategic Objectives that

cohesively deliver on the theme
Vision
Themes
2
Objectives
Strategic objectives
Perspective
3
O3
O2
O1
Break down each theme to various objectives or goals,

which are either results or activity based. Result or
outcome objectives are goals that are achieved dependent
on external factors e.g. customers, revenue. Activity based
objectives are those results that are achieved based on
intrinsic factors e.g. staff strength, learning improvement,
core competencies, processes etc.
O4
O5
So, a strategic theme could be made of various objectives,

say 10. These 10 objectives all link together in a causeeffect relationship to result into a strategic theme.
Each objective belong to one of the four generic
perspectives Financial, Customer, Process and Learning.
Usually the activity-based objectives are categorised in
Process and Learning perspective, while the result-based
objectives are in the Financial and Customer perspective.
Refer to the schematic in the previous slide for above
description.
23
The Strategic Objectives should connect in a cause-effect

relationship
1
Vision
Themes
2
Objectives
Components of the Strategy Map
Perspective
3
PERSPECTIVES
Vision, Mission
Financial
Q7
Q6
Customer
Q5
Internal
Learning & Growth
Q7
Q7
Q5
Q5
Q4
Q3
Q4
Q4
Q3
Q3
Q2
Q1
Q6
Q6
Q2
Q2
Q1
NB: Where Q 1, Q 2 Q n are strategic objectives
Q1
24
Each Strategic Objective must be Financial, Customer,

Internal Process or Growth & Learning perspective
The 4 key Objectives
Financial Perspective Objectives
Strategies here
are generic
names that
classify the
various objectives
Growth Strategy, Productivity Strategy
Customer Perspective Objectives

Operational Excellence Strategy, Customer Intimacy Strategy, Product Leadership Strategy
Internal Process Perspective Objectives

Customer Mgt. Process, Innovation Mgt. Process, Operation Mgt. Process, Regulatory & Social
Process
Growth & Learning Perspective Objectives

Human Capital, Informational Capital, Organisation Capital
25
The starting point is to create financial

objectives or outcomes
The Financial Perspective
Start with an ultimate financial

objective. In most cases for private
and public companies it is
Shareholders Value or Return.
Improve Shareholder Value
Thereafter create either or all of two

kinds of financial objectives.
Revenue Growing
Strategies
Build the
Franchise
Productivity Strategies
Increase
Customer Value
Improve Cost
Structure
Improve Asset
Utilisation
1. Revenue growing objectives such

as revenues from new customers
and from management of existing
relationship
2. Asset management objectives,
which are for the purpose of cost
containment or management.
Example objectives include
improve cost structure and
improve asset utilisation
Financial objectives are outcomes-based meaning they are results that the company expects.
26
Then define the value proposition i.e.

customer-focused objectives or outcomes
The Customer Perspective
Value proposition is the starting point for defining customer objectives. It is the core of the business strategy itself and is
therefore it is critical. It shows the mix of price, quality, lead time, service, relationship and image. So, how a company
blends the mix together to arrive at a value proposition is an indication of the of the specific customer group it targets.
Three strategies that are align with most value propositions are: Product Leadership strategy, Operational Excellence
strategy and Customer Intimacy strategy. Objectives are created along the lead strategy, while a balance is struck
in the other two.
Classification
Product
Leadership
Strategy
Time
Functionality
Brand
Customer
Intimacy
Strategy
Service
Relationship
Brand
Operational
Excellence
Strategy
Price
Quality
Time
Product/Service
Attributes
Relationship
Image
Selection
Brand
One of the above three must be the lead strategy while the company maintains balance in the
other two
27
Next, create Process Objectives which drive

the customer outcomes in turn
The Internal Process Perspective
Customer
Management
Process
Innovation
Process
THESE
PROCESS
OBJECTIVES
MATCH
THE
THEME
Invention
Product
development
Speed to
market
Joint venture/
partnership
Build the
Franchise
Increase
Customer Value
Solution
development
Customer
service
Relationship
management
Advisory
services
Operations
Management
Process
Supply chain
management
Operations
efficiency: Cost
reduction,
Quality and
Cycle time
improvements
Capacity
management
Achieve
Operational
Excelence
Regulatory &
Environmental
Process
Health
Safety
Envionment
Social
Be a Good
Corporate Citizen
Important to note that Themes are INPUTS not outcomes, hence they relate directly to the
Internal Process perspective.
28
But the Process Objectives must each

match the respective customer strategy
Identifying strategic internal business processes
Strategy
Product
Leadership
Customer
Intimacy
Operational
Excellence
Innovation
Process
Invention
Product
Development
Exploitation
(Speed to market)
Customer
Mgt. Process
Solution
development
Customer Service
Relationship mgt.
Advisory services
Operational
Process
Supply chain
management
Operations
efficiency: cost,
quality, cycle time
Capacity mgt.
Strategic
Practices
Meet Basic
Requirements
29
Choice of Process Objectives must be

influenced by the choice of strategy
The implication of strategy on processes
1 A company pursuing product leadership strategy must focus on leadingedge innovation process with the best features and deliver it on-time.
2 Similarly, a company in pursuit of customer intimacy strategy must focus

on processes that will help it solve customer problems, make them happy
and deepen relationship with them.
3 And finally, when a company focuses on operational excellence strategy,

it must think about processes that will help it be produce efficiently, build
capacity for core competencies and implement a flawless supply chain
process.
Hence, there is need to carefully choose process objectives that align and promote the
selected strategy
30
Finally, define the objectives that drive excellent

outcomes in the other three perspectives
The Learning & Growth Perspective
This perspective is often regarded as unimportant among amateur professionals. Why? Because of its
intangibility. However, experts all agree that it is the bedrock of strategy, one without which successful
implementation would be impossible. In general, we can classify objectives from this perspective into:
Organisational, Information and Human Capital.
Human Capital
Information Capital
Culture
Leadership
Alignment
Teamwork
31
These objectives provide infrastructure to enable

ambitious objectives in the others to be achieved
The Intangible Categories
Human Capital
This could be the single most important competitive advantage of a firm. Without the adequacy of this
capital no company can survive. It is also essential since it a profound driver for the value proposition. This
capital will refer to people, know-how, skills, coaching & mentoring activities and various programmes that
deepen knowledge for the employees.
Information Capital
This is a critical resource that helps organisation function efficiently. It can be in the form of networks,
databases, systems, infrastructure, equipment etc. Most organisations are able to build on this capital by
using it as a fundamental to their value proposition. It could be the distinguishing factor in original company
in which other competitors are striving to copy.
This is the thread that weaves it all together for the company. It is the link between potential and actual
performance among teams and individuals. That is why key objectives here are those like leadership and
culture, motivation, empowerment and alignment. Essentially everyone is a rough diamond within the
company. This capital turns that into admirable shining talents. Therefore, every company must look to build
this capital which is typically displayed by the senior management.
32
Lets examine a single-theme example for simplicity sake

1
Vision
Themes
2
Objectives
Breaking Down a Theme
Perspective
3
An airline operator has the vision of being the The airline with the fastest turnaround time at the
airports and the number 1 choice, so how do we create a theme and a set of objectives?
Clearly, a theme that jumps right out is Operational Excellence. This is so when we examine the
objective fastest which suggests operational efficiency.
Dwelling on this theme, lets create a set of objectives that span all the perspectives financial,
customer, internal process and learning & growth. Examine below:
Financial
Gain increased Profitability

Grow Revenues
Lower Operating Expenses (OPEX)
Customer
Attract and Retain Customers

Flight on Time
Offer Low Prices
Internal Process
Fast Ground Turnaround
Learning & Growth
Develop Necessary Skills

Develop Support Systems (ground crew scheduling)
Ground Crew Aligned to Strategy
33
The cause-effect relationship can be easily seen among

the various objectives
1
Vision
Themes
2
Objectives
Strategy Map for an Airline Operator
Perspective
3
Theme: Operation Excellence

Gain in Profitability
Financials
Increase
Revenues
Lower OPEX
Attract and Retain

Customers
Customer
Flight on Time
Offer Low Prices
Internal
Process
Learning &
Growth
Low prices, timely

flights and retainment of
customers all drive
financial performance
Those customer outcomes
would not be possible if
operational activites are
fine-tuned to encourage
faster turnaround
Fast Ground
Turnaround
Develop Support
Systems
Develop
Necessary Skills
Financial outcomes
come about because
of realised cusomter
outcomes
Ground crew
aligned to
strategy
But the efficiency cannot

have come about unless
employees develop
necessary skills, strategy is
well communicated and
support systems in place
34
Outline
The Fundamentals
Example
35
A multi-theme strategy map for Professional Services

Financial
Perspective
Increase Shareholder
Value
Improve position in
Defined Markets
Increase Revenue
Streams
Customer Intimacy
Customer
Perspective
Technology Driven
Improve Advisor
Position
Increase Profitability
Operational Excellence
Improve
Flexible
Solutions
Improve Repeat
Business Rate
Increase
Added Value
Internal
Perspective
Increase
Knowledge
Base Usage
3rd
Strengthen
Party
Relationships
Capacity,
Learning &
Growth
Perspective
Improve Integrated
Business
Processes
Improve
Resourcing
Services
Improve
Solution
Processes
Enhance
Relationship Skills
Improve Solution
Management
Improve Industry
Knowledge
Improve Cost
Management
Improve Operational
Mgmt Skills
Enhance Career
Planning
2016. Tayo Gbenro. Send enquiries

to tayo.gbenro@me.com.
36
How do we understand that example?
Breaking it down (1 of 3)
There are three themes Customer Intimacy, Technology Driven, Operational Excellence. These three
have objectives that align within the Customer, Internal Process and Learning Perspectives, all driving
results in the financial perspective. Lets understand how the objectives connect to deliver those
outcomes
Customer Intimacy Theme
Because we desire those financial outcomes, what customer objectives can we develop that promote
customer intimacy? Advisor positioning in the mind of the customer (kind of mind-share) will be critical.
Value that the customer perceives after paying for the services is important to measure aswell. These
choice of objectives are based on relationship with the customer. What Internal Process objectives can
we choose to drive the above outcomes? Our example here suggests Strengthening 3rd party
relationships and using knowledge base. Relationships are critical to delivering value to the customer
and so is knowledge of the customer. At some point the company would have obtained appropriate
KYC information thereby enabling him know the customer well.
Finally learning how to be a better relationship manager is the best way to develop relationship skills.
And building a system of database for knowledge is critical to knowing the customer and the situation
that surrounds them within the industry.
37
outcomes
Technology Driven Theme
To achieve all the said financial outcomes, it is important that we have the right solutions in place that
customers can buy. Using technology, we can make the solutions much more flexible and tailor made.
This can be our customer objective. But how do we build flexible solutions that customers love?
Simple, use our knowledge of the customer. Hence we need an objective that says: Use or Increase
usage of knowledge base. Also, if we have linear business processes, we may not maximise our
learning about the customer. This situation therefore requires a much more integrated systems of
processes whereby activities and ultimately learning across the firm can take place.
All of these internal process objectives can be achieved by improving the way we manage our
solutions. This objective requires organisational capital that can create a culture of research and
development and empower solution development across the firm.
38
outcomes
Operational Excellence Theme
Operational excellence theme is all about efficiency and doing it again. Hence little wonder we arrived
at repeat business as customer objective. Repeat business is an ultimate driver for profitability as it
only takes us less and less money to sell to an existing customer. But what drives repeat business? It
boils down to cost management and of course how well we do what we do. If our service is horrible no
one will buy again from us. So it is appropriate to have an internal process objective that captures
improvement in our services, which is improving resourcing services in our example case. But our
services wont be better except we keep fine-tuning or rebuilding our processes, specifically solutionsbased, for increased value. Service improvement can only happen when the processes are refined.
What intangibles drive them all? Skills for faster, better, nimble operations. But making employees
willingly develop those skills is critical. Hence career planning will help. If employees can map their
path and see how far they can go within the organisation, there is the possibility that easy and useful
skill acquisition can take place.
39
The Public Sector strategy map takes a different slant

Stakeholder
Perspective
Value to Taxpayer
Customer
Perspective
Safe
Convenient
Bus Services
Internal Processes
Perspective
Relationship
Management
Streamline
Regulatory
Approval
Processes
Clear and
Accurate
Timetables
Easy to do
Business With
Improve
Sustainability of
Communities
Open and Frequent

Communication to Impacted
Customers
Optimise Planning of Bus
Stop Position and
Construction
Learning &
Growth
Perspective
Highly Skilled Bus Drivers
Support
Business and
Commerce
Balance Budget
Create Business Cases
and Secure Funding
On Time as
Promised
Innovation
Drive Innovation in New
Transport Systems
Accelerate
Economic
Development
through Route
Investment
Develop and
Introduce New
Transport
Technology
Lower Cost of Bus

Transportation Services
Operational
Excellence
Deliver World Class Bus
Services
Provide Cost
Effective
Solutions
Understand New Route

Needs (and Old)
Empowered Customer Service

Agents
Optimise
Availability
of Busses
Improve All
Aspects of Bus
Safety
Integrated Knowledge
Management Systems
40
Breaking it down
You will notice fundamental differences from previous example in this situation.
Public sectors are setup not to make money but to satisfy the constituents of that government. So,
an ultimate objective will be to deliver value (whatever that is) to the stakeholders of that
government.
There is also a lack of themes that thread or weave objectives together putting them into
categories. Rather, internal process objectives are grouped to ensure that consistent activities are
being done in order to deliver the value-proposition such as safety, timeliness, low-cost among
others.
41
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2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

Strategy Maps are fundamental to developing a sensible

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

There are four key components of the strategy map

So, the approach to take

A clear picture of the

The various actions and

Each look and feel will be

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

Strategy is about actions and outcomes that are relevant

Where are we now?

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

The role of strategy is pivotal

Bridges the link from mission to getting results

Our game plan

The strategy map shows the course of the action

A typical scorecard will include: key performance indices,

The key benefit of the Strategy Map

It is based on the four

It helps to visualise the strategy

A Strategy Map is a diagram that describes how a

Customer Value Proposition

Product / Service Attributes

Regulatory and Social

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

Strategy maps tell the story of the strategy in a single

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

Strategy maps is translated into Balanced Scorecard

These objectives are mapped by linking

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

Objectives usually fall into one of four perspectives

Learning & Growth

This alignment reflects in the

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

Not Skipping the Strategy Map has immense benefit

It provides a clear and concise means to communicate a company strategy.

It focusses attention on key strategic objectives and consequently key strategic

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

There are four key components of the strategy map

So, the approach to take

A clear picture of the

The various actions and

Each look and feel will be

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

The beginning of developing strategy maps is to define

Mission and Vision

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

Then define the strategic themes, which are arrow-head

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

They are also referred to as the Pillars of Strategy or

Analogy for the Strategy Theme

NB: For example only

Strategy Themes are

2016. Tayo Gbenro. Send enquiries to tayo.gbenro@me.com.

How can the themes be defined?

Ask Key Questions About the Vision

What results can I see as we achieve our vision?

How are people seeing the company?

What activities are we undertaking that made us successful?

How close are we to the customers? And, how are