for DTI MPC Region 1

1. Your Strategy Map tells a story.
Strategy Map
A strategy map is a diagram that shows
your organization's strategy on a single
page. It’s great for quickly communicating
big-picture objectives to everyone in the
company.
With a well-designed strategy map, every
employee can know your overall strategy
and where they fit in. It helps keep
everyone on the same page,
and it allows people to see
how their jobs affect the
company’s strategic objectives.

2. your strategy map will also
show how your organization
will be performing at a
glance. Each bubble is
automatically colored red,
yellow, or green based on
your actual measures and
the goals you set for them

3. Strategy is about choices

4. 1. To foster economic empowerment and sustained
development for member
Contribution to SDGs
Matatag, Maginhawa at Panatag na Buhay

5. 2. To equip its members to become entrepreneurs and innovative
for the growth and development of their communities and
contribute to nation-building.

6. 3. To capacitate officers and staff to strengthen the
cooperative’s operation

7. 4. To provide excellent products and services to satisfy
members' and stakeholders’ needs

8. (Social Responsibility) To promote CSR by extending
assistance to communities

9. Strategy Map
Vision
Mission
Financial
Values
Customer
Internal
Control
Learning
& Growth
Business Objectives Measures Targets
Increase
contributions and
deposits
Increase
Revenue
Increase
Assets
Improve Coop
Health
Respond to
customers'
feedback
customers
satisfaction
survey
Improve
Product Quality
innovative
approaches to
increase efficiency
Updated, and
enhanced manual
of operation
Compliance to
External Auditor
Recommendations
Improve
collection of
receivables
Compliance
with regulatory
requirements
Compliant
with MC 2015-
09
Provision of
technical
training
Officers, staff
and members
having their own
businesses
1. SMCBUP
2.Revenue
3.Assets size
1.10%
2. 5%
3. P55M pa
1.Customers
attended
2. Survey
3.Innovations
1.100%
2. 1
3. 3
1. Updated
2. Compliance
3. Collection Rate
1. 1
2. 50%
3 20%
1. Compliance
2. Members and
Staff
3. Tech Assistance
1. 100%
2. 20 and 100 %
3. 100%
An empowered cooperative for a sustainable future
1. To foster economic empowerment and sustained development for member
2. To equip its members to become entrepreneurs and innovative for the growth and
development of their communities and contribute to nation-building
3. To capacitate officers and staff to strengthen the cooperative’s operation
4. Provide excellent products and services to satisfy members' and stakeholders’ needs
Dedicated, Fairness, Accountable. Mutuality, Passion and Creativity
Enhance their
entrepreneurial
skills

10. Many strategy maps also have arrows between the objectives to show their
cause and effect chain. By following the arrows’ paths, you can see how the
objectives in the lower perspectives drive the success of the higher ones.
These causal relationships are central to the idea of the balanced scorecard. If
you train your employees and build a culture of information sharing (Learning
and Growth), they’ll make your company run more smoothly (Internal Business
Processes).
Adding Arrows
Exceeded target Real Problem Just Missed

11. The main idea of a strategy map is
that each strategic objective is
represented by a shape, usually
oval. Very rarely are there more
than 20 objectives. Tracking too
many will dilute your overall
message, making your strategy
difficult to communicate.

12. A better running business takes
better care of its customers
(Customer), and happy customers
buy more of what you’re selling
(Financial). Strategy maps show
how intangible assets, like
company culture and employee
knowledge, are turned into
concrete tangible results.

13. The vast majority of the things that
executives can change in an
organization don’t contribute directly to
the bottom line. Its important to have
happy employees and updated
infrastructure, but it’s hard to see how
those objectives feed into the
company’s end goals. The strategy
map shows these relationships and
encourages strategic thinking that goes
far beyond your balance sheet.

14. Human Resource
• Need to align team to execute the plan
• Who are the key people in the organization responsible in the
function areas?
• What are the gaps as far as key functions?
• Are there people responsible for more than one area?

15. Get people on the same page
Ensure that people and stakeholders are working towards
common goals

16. How do you get alignment?
• Communicate simply and clearly. Communicate simply and clearly.
• Get buy-in
• Match goals and motivation
• Capability to execute

17. • Accommodate divergent interests and values
• Foster wise and reasonably analytical decision making
• Promote successful implementation and accountability
• Create a winning coalition