The corporate challenge of successfully implementing strategy is an enduring one. It is often said, and especially among the “name” consulting houses, that there is no such thing as bad strategy only bad implementation.
Market-Benefits Roadmapping represents a powerful technique for supporting management discussions and communicating the corporate plan. Most importantly, it supports a “one page” view of the status of benefits to be delivered by the corporate strategy to the customers of the enterprise.
The MB-Mapping process describes a system which cascades down from market, through corporate or government objectives, into projects and benefits which have a good chance of being delivered (based upon the capability analysis and the critical focus areas). In short, it integrates objectives and strategy with project selection and the delivery of success (benefits).
The system thus drives project deployment from planning to execution and delivery of benefits, all based on what matters most to the market and business. As a result, the projects and their benefits will be consistent with competitive positioning, and consistent with the goals and the vision of the organisation.
The focus on achieving the benefits must be maintained by regular updating and review of the MB-Map®, which is fortunately a relatively simple task within this newly established matrix structure and methodology.