2. “
Any intelligent fool can make things bigger and
more complex. It takes a touch of genius – and a
lot of courage – to move in the opposite direction
Albert Einstein
3. The Strategy Map
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.
o It is based on the four Balanced Scorecard Perspectives: Financial,
Customer, Internal Processes and Organisational Capacity.
o The key element of the Strategy Map is that it is linked to the ‘scorecards’
that monitor the progress towards the Strategic Objectives.
o The ‘scorecards’ will include: metrics, targets for the metrics and strategic
initiatives to drive performance towards achieving the objectives.
4. The Balanced Scorecard
The Balanced Scorecard is a strategic planning and management method used
to:
o align business activities to a vision and strategy of an organisation
o improve internal and external communications
o monitor organisational performance against strategic goals.
The design of Balanced Scorecard concerns itself with:
o the identification of a small number of financial and non-financial measures
referred to as Perspectives
o setting targets for the measures and then
o measuring them on a regular basis to determine success or failure.
6. A Classic Generic Kaplan and Norton Styled Balanced Scorecard
Customer Value Proposition
Productivity Strategy
Operations Management
Processes
Supply
Production
Distribution
Risk Management
Customer Management
Processes
Selection
Acquisition
Retention
Growth
Innovative Processes
Opportunity Identification
R&D Portfolio
Design / Develop
Launch
Regulatory and Social
Processes
Environment
Safety and Health
Employment
Community
Human Capital
Information Capital
Organisational Capital
Product / Service Attributes
Long-Term
Shareholder
Value
Improve Cost
Structure
Increase Asset
Utilisation
Expand
Revenue
Opportunities
Enhance
Customer
Value
Growth Strategy
Relationship Image
Price Function Service Partnership Brand
Quality Availability Selection
Culture Leadership Alignment Teamwork
Financial
Perspective
Customer
Perspective
Internal
Perspective
Organisational
Capacity
7. Private Sector Example with ‘Strategic Themes’
Customer
Perspective
Internal
Perspective
Organisational
Capacity
Operational Excellence
Customer Intimacy Technology Driven
Financial
Perspective
Increase
Shareholder Value
Improve position in
Defined Markets
Increase
Profitability
Increase Revenue
Streams
Improve Advisor
Position
Increase
Added Value
Improve
Flexible
Solutions
Improve Repeat
Business Rate
Increase
Knowledge
Base Usage
Strengthen 3rd
Party
Relationships
Improve Integrated
Business
Processes
Improve
Resourcing
Services
Improve Cost
Management
Improve
Solution
Processes
Enhance
Relationship Skills
Improve Solution
Management
Improve Operational
Management Skills
Enhance Career
Planning
Improve Industry
Knowledge
8. Public Sector Example with Content and Strategic Themes
Relationship
Management
Innovation Operational
Excellence
Value to Taxpayer
Safe and Convenient Bus
Services
Support Business and
Commerce
On Time as
Promised
Create Business Cases
and Secure Funding
Balance Budget
Lower Cost of Bus
Transportation Services
Highly Skilled Bus Drivers
Empowered Customer Service
Agents
Integrated Knowledge
Management Systems
Easy to do
Business With
Streamline
Regulatory
Approval
Processes
Improve
Sustainability of
Communities
Open and Frequent
Communication to Impacted
Customers
Optimise Planning of Bus
Stop Position and
Construction
Drive Innovation in New
Transport Systems
Accelerate
Economic
Development
through Route
Investment
Develop and
Introduce New
Transport
Technology
Understand New Route
Needs (and Old)
Deliver World Class Bus
Services
Provide Cost
Effective
Solutions
Optimise
Availability
of Busses
Improve All
Aspects of Bus
Safety
Customer &
Stakeholder
Financial
Internal
Processes
Organisational
Capacity
10. Basic Empty Template with Oval Objectives
Process
Perspective
Customer
Perspective
Financial
Perspective
Organisational
Capacity
Perspective
How should we appear
to customers?
At what do we need
to excel to fulfill
customer
expectations?
How will we sustain our
ability to improve?
What are our most
important financial
outcomes?
11. Empty Frame with Vision, Mission and Core Values
Customer
Financial
Internal Processes
Organisational Capacity
Vision:
Mission:
Core Values:
15. The Strategy Map Element of the Integrated Strategy Map
Financial
Customer
Internal
Processes
Organisational
Capacity
Mission: The number one provider of ultra-high speed mobile networks and content to the United Kingdom
Increase
Revenue Per
User
Improve
Content Supply
Increase Profit Decrease
Operating Costs
Improve Clarity
of Offering
Improve
Information
Services
Improve Ease of
use for End
Users
Improve
Knowledge and
Skills
Improve
Offering
Selection
Improve Market
Perception
Improve End
User
Experience
Improve
Technology
Vision: Transforming society through the provision of ultra-high speed mobile information services
Improve Stock
Reliability
16. Rectangular Objectives Rather Than Ovals
Mission: Vision:
Company
Name
Financial
Customer
Internal
Capacity
Strategic Objective 1 Strategic Objective 2
Strategic Objective 3
Strategic Themes
Theme One Theme Two Theme Three
17. A Different Approach (does not lend itself to causal relationships)
Financial
Capacity
Internal
Customer
Vision: Mission:
18. A Radical Approach
This circular version is
occasionally used to focus
everything towards the
mission and strategy, as a
rally-call it works well.
However it lacks in its
ability to present causal
linkages
Tesco used this approach
during their ‘Every Little
Helps’ campaign
Customer
Internal
Financial
Learning
Mission
Vision
Mission
19. Using QuickScore to Manage Your Balanced Scorecard and Strategy Maps
Software is not required to implement a Strategy Map or Balanced Scorecard,
but it really helps. A good software tool will allow user to:
o create meaningful Strategy Maps with minimum fuss
o organise key metrics in a meaningful way
o display data and combinations of data
o provide management teams with a clear business overview
o allow users to input data easily and frequently
o Provide the means to ‘drill down’ to the underlying data should the need
arise to question a specific activity
Intrafocus recommends QuickScore to those companies that want to take a
structured approach to rolling out Strategy Maps and Balanced Scorecards
