Strategy Maps
Strategy Maps
“Converting Intangible Assets into Tangible
Outcomes “
A "strategy
map" is an invaluable tool that demonstrates how implementing one strategic
theme has an impact on other themes.
Map views corporate
strategy from four perspectives: "Financial," "Customer,"
"Internal" and "Learning and Growth."
Favor to long term
interest if there is an option of long term and short term.
There will be a
picture of future clients and what best we can offer them.
External outcomes
like profitability, share price and customer satisfaction all depends on internal
business processes, such as learning initiatives and training.
Take care of HR and
IT department strategies.
Before implementing
make sure of your strategies for small, medium and long term.
Relevance
To learn
1. How to
balance various forces
that affect your organization: tangibles, intangibles, current
profit and future innovation.
2. How value-added strategies
differentiate your firm and your products.
3. How to create and
implement a “strategy map” and achieve its goals.
4. What the
“Balanced Scorecard” method involves.
5. How other
companies have applied the strategy map concept.
Recommendation
The Strategy-Focused
Organization, authors Robert S. Kaplan and David
P. Norton
introduced the powerful
concept of measuring
the elusive intangibles
that affect organizations. This information-dense book was born when the
authors observed that CEOs instinctively draw arrows to explain their goals.
This led to a breakthrough realization:
“Objectives should be
linked in cause-and-effect relationships.” The graphic display of these relationships
is a “strategy map.” It expands the
concepts of “strategic themes” and “value-creating processes,” and explains a
system for aligning your organization’s strategy with its intangible assets.
Abstract
If an organization
ever needed transformation, the U.S. Army did after terrorists dealt toward the
The Army had to
measure and balances its immediate readiness to fight versus its need
to prepare for
future conflicts. They can’t focus too much on hardware and weaponry
without weighing
increasingly important “intangibles,” like
training, morale and
readiness.
Its first
Balanced Scorecard step
was developing a
graphic depiction, a
“The focus on “strategy map,” of its priorities and
goals. This led to a new Strategic Readiness System (SRS).
By March 18, 2003,
the
Could tell Congress,
“For the first time, we have an Army enterprise management system
be linked in that integrates readiness information. This
reporting system markedly improves how cause-and-effect. We measure readiness
by gathering timely information with precision and expand the relationships.”
Keep Your Balance:
Making the Strategy Map
The solution “At first
glance, it seems daunting is the strategy map, a graphic depiction of strategic
objectives and the factors linked to measure assets to them. The map graphs a
firm’s strategy from four related perspectives: “financial,” employees’ “customer,” “internal” and “learning and
growth.”
These four
perspectives ensure those capabilities and alignment, the strategy balances
tangible versus intangible assets, and short-term needs versus long-
information range opportunities.
Physically, a
strategy map is a
single page split
into four horizontal
bands or rows
–for each perspective, plus information listing areas of alignment, such
as strategic change. Each band displays its area’s priorities with the names
circled. These priorities defined by their intangibility, but range
from long-term shareholder
value on the
financial band to
the customer value some measure- proposition
on the customer
band. Arrows link
related subjects, up
and down, from one band to another. This “map” graphic
can become complex, but its purpose remains clear: to align the priorities of
different domains and to help balance the tangible and intangible elements in
the overall strategic plan.
The result is one
page that describes the company’s value proposition and growth strategy, plus
the linkages that explain how those objectives will be achieved. The “strategy
map template” acts as a checklist to assure that no element is inadvertently omitted.
The map helps your organization align “Without its strategic themes. The core
assumptions about strategy and business that underlie the strategy map include:
1.
“Strategy balances contradictory forces”-
Strategy should reflect
balance. For example, the important role
of intangible assets, such as teaching workers new skills, must not be
overlooked for today’s financial gain. Weigh the present goal of cutting costs
and upping productivity versus the long-term goal of future revenue growth.
2.
“Strategy is based on a differentiated customer
value proposition” –
To draft a clear
strategy, articulate who your customers are and the unique value proposition
that you plan to offer them. This may well be the most essential element of any
strategy.
3.
“Value is created through internal business
processes” –
Internal processes
lead to external outcomes, such as customer satisfaction or increased sales.
These processes include financial operations, learning initiatives, training, organizational
systems and procedures. Key processes support your “differentiating value
proposition.”
4.
“Strategy consists of simultaneous,
complementary themes” –
Pursue several
themes simultaneously. Each strategy involves “at least one strategic theme
from each of the four internal clusters” so that you push multiple themes
forward simultaneously.
5.
“Strategic alignment determines the value of
intangible assets” –
This perspective drives the growth of your company’s intangible assets:
the “human capital” of your skilled, talented, trained employees; the
“information capital” vested in your data, systems and technology base; and the
“organization capital” that resides in your leaders, teams, know-how, internal
coordination and corporate culture.
Strategy and Internal Operations
Every organization has four “internal operational clusters,” each encompassing several internal systems. Internal operations ultimately will determine how you create and maintain value. Your strategy map will help you focus on a few internal processes – “strategic themes” – that are critical to your overall success and your distinct value proposition. The four internal business-process clusters are:
- “Operations management” –
These operating procedures and systems produce and deliver your goods
and services. Many companies focus on this area, although by itself, operational
excellence is not a sufficient long-term strategy, especially in a changing
marketplace. Operations management includes building and nurturing ties to your
suppliers, turning out goods and offering services, getting your products and
services to the consumer, and handling any risks involved.
- “Customer
management” –
This
involves identifying which customers to pursue, shaping your value proposition
to them, marketing to acquire them, keeping them and enhancing your
relationship with them over time to earn more profits.
- “Innovation”-
Innovate to remain competitive. Avoid the risk that a competitor will eventually imitate some aspect of your value proposition, at which point your product or service may become a commodity. Innovation involves four key processes:
1) “Identify opportunities for new products and services;”
2) “Manage the research and development portfolio;”
3) “Design and develop the new products and services;”
4) “Bring the new products and services to market.”
- “Regulatory and social” –
These activities encompass legal provisions and societal norms. Companies that fail to comply with such rules and customs face costly litigation and possible shutdowns. This cluster includes environmental and health concerns, safe practices, workforce policies, and social and civic responsibility.
Studies say that some 66% of organizations do not relate their strategies to their human
resources and IT practices, so they probably are not realizing a full return on their
investments in these areas. In contrast, organizations that align their human capital and
growth maintain high readiness and fl exibility. They can mobilize to respond to change.
Unique Value in the
Marketplace
To assure that your
products have unique positions and extra value (and never become commodities),
consider the following strategies. Make sure your strategy map depicts the
themes that support whichever value-added approach your company selects from
this list:
- “Low
total cost strategy” –
The primary goal of such
companies as Southwest Airlines,
Dell Computer and Wal-Mart is to deliver “low total cost.” This
involves quality and price, since defects and returns increase the customer’s
expenses. These firms minimize costs by limiting their stock while offering
enough products to satisfy most clients fully. A strategy map for this approach
has several unique characteristics, including proven relationships with extremely
dependable suppliers. These companies must offer short response times, ease of
consumer access and simple ordering. This may mean online ordering (Dell,
Amazon) or it may mean rapid check-in (airlines, car rentals). These firms must
have a keen understanding of which products address the broadest range of
consumer demand. Because they tend to be followers rather than leaders, they
seek efficiency and invest relatively little in technological research and
development.
- “Product
leadership strategy” –
Sony, Intel and
Analog Devices, for instance, emphasize product leadership and innovation, as
do several biotech and pharmaceutical firms. These organizations’ strategic maps
stress being the first to bring significant innovations to market. These
companies cater to early adopters or lock buyers into specific technical
systems. Their “operations management processes” must be strong and nimble to
accommodate new products. Profit margins from original products have to cover
the increased costs of innovation. These companies learn from their best
customers and educate consumers about using new products. Because their
strategy depends on having technologically adept employees, these firms seek the
best talent and nurture their people.
- “Complete
customer solutions” –
Like IBM, Mobil and
Goldman Sachs, these companies emphasize long-term customer relationships. They
bond with their customers and can generate high profit margins. Their hallmarks
are complete – not partial – solutions and superb service even after the sale.
They strive for high customer retention and measure their customers’ lifetime
printability. Their research focuses on understanding customers’ future needs
and their operations management encourages frequent customer interaction. Their
IT departments create elaborate databases describing customers’ buying patterns
and product preferences.
- “Lock-in
strategies” –
These companies
fortify their consumer base by making it very costly for customers to switch to
other networks. For example, Apple computer owners who switch to an IBM clone
with a Windows system lose their ability to run much of their current software.
“Lock-in strategies” require superb innovation. These companies draw new
customers by reducing their switching costs, while keeping their current
customers by raising theirs. Due to high revenues, these firms often experience
less pressure to cut operational costs.
To implement a
dynamic strategy, define three elements on your strategy map:
- “Quantify”
your goals –
Set strategic targets. Verify your map’s cause-effect links.
- “Define
the time line” –
To be sure your value-added proposition is workable and sustainable over
time, determine how it will generate value in short-, medium- and long-term
periods.
- “Select
initiatives” –
Prioritize your
organization’s actions, programs and initiatives, including investments in
order to achieve its goals within the required time frames.
Because strategy
maps provide a snapshot view of your organization’s overall strategic posture,
you can use them to develop action plans.
Take these six steps:
1. “Define the shareholder/stakeholder value
gap” – This gap is the
difference between your current performance and your targeted future
aspirations.
2.
“Reconcile the customer value proposition” – Define your buyers and their wishes.
3.
“Establish the time line for sustained results” – Show the phases and time periods during which
the value gap will be narrowed and eventually eliminated.
4.
“Identify the strategic themes” – What are the “critical processes” your strategy
depends on?
5.
“Identify and align intangible assets” – Define your degree of readiness, identifying
the “readiness gap” you intend to bridge with new programs.
6.
“Identify and fund strategic initiatives to execute the strategy” – Authorize the
funding to support
your plan.
Installing a
Balanced Scorecard approach takes more than objectives arrayed on a strategy map.Allocate
resources and set strategic initiatives in motion to accomplish those goals. If
executing your overall strategy is tantamount to winning the war, each
strategic theme represents a battle. Now, move from planning to implementation
and onto success.
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