Strategy Map Templates

Strategy Map Templates

“ 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

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.

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.

Templates

A Classic Generic Kaplan and Norton Styled Balanced Scorecard Growth Strategy Productivity Strategy Long-Term Shareholder Value Financial Perspective Improve Cost Structure Expand Revenue Opportunities Increase Asset Utilisation Customer Value Proposition Customer Perspective 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 Organisational Capacity Human Capital Information Capital Organisational Capital Culture Leadership Alignment Teamwork

Private Sector Example with ‘Strategic Themes’ Increase Shareholder Value Financial Perspective Improve position in Defined Markets Customer Intimacy Customer Perspective Technology Driven Improve Advisor Position Improve Flexible Solutions Increase Added Value Internal Perspective Increase Knowledge Base Usage Strengthen 3rd Party Relationships Organisational Capacity Improve Integrated Business Processes Operational Excellence Improve Repeat Business Rate Improve Resourcing Services Improve Solution Processes Improve Cost Manageme nt Improve Operational Management Skills Enhance Relationship Skills Improve Industry Knowledge Increase Profitability Increase Revenue Streams Improve Solution Management Enhance Career Planning

Public Sector Example with Content and Strategic Themes Customer & Stakeholder Value to Taxpayer Safe and Convenient Bus Services On Time as Promised Financial Balance Budget Support Business and Commerce Internal Processes Relationship Management Streamline Regulatory Approval Processes Easy to do Business With Improve Sustainability of Communities Open and Frequent Communication to Impacted Customers Optimise Planning of Bus Stop Position and Construction Organisational Capacity Highly Skilled Bus Drivers Lower Cost of Bus Transportation Services Create Business Cases and Secure Funding Innovation Drive Innovation in New Transport Systems Accelerate Economic Development through Route Investment Develop and Introduce New Transport Technology Understand New Route Needs (and Old) Empowered Customer Service Agents Operational Excellence Deliver World Class Bus Services Provide Cost Effective Solutions Optimise Availability of Busses Improve All Aspects of Bus Safety Integrated Knowledge Management Systems

Capacity Processes Customer Financial Basic Strategy Map Background

Basic Empty Template with Oval Objectives Financial Perspective What are our most important financial outcomes? Customer Perspective How should we appear to customers? Process Perspective At what do we need to excel to fulfill customer expectations? Organisational Capacity Perspective How will we sustain our ability to improve?

Empty Frame with Vision, Mission and Core Values Vision: Mission: Financial Customer Internal Processes Organisational Capacity Core Values:

Empty Frame with Strong Colours Vision Financial Customers Internal Processes Organisational Capacity Core Values:

Multi Coloured with Branding Financial Acme Strategy Map Improve Improve Revenue Revenue Customer Improve Improve Marketing Marketing Process Improve Improve Processes Processes Capacity Improve Improve Knowledge Knowledge

An Integrated Strategy Map

The Strategy Map Element of the Integrated Strategy Map Vision: Transforming society through the provision of ultra-high speed mobile information services Mission: The number one provider of ultra-high speed mobile networks and content to the United Kingdom Financial Increase Increase Revenue Revenue Per Per User User Increase Increase Profit Profit Decrease Decrease Operating Operating Costs Costs Customer Improve Improve Clarity Clarity of of Offering Offering Improve Improve Market Market Perception Perception Improve Improve End End User User Experience Experience Internal Processes Improve Improve Offering Offering Selection Selection Improve Improve Information Information Services Services Improve Improve Ease Ease of of use for use for End End Users Users Improve Improve Stock Stock Reliability Reliability Organisational Capacity Improve Improve Knowledge Knowledge and and Skills Skills Improve Improve Content Content Supply Supply Improve Improve Technology Technology

Rectangular Objectives Rather Than Ovals Mission: Strategic Themes Financial Theme One Strategic Objective 1 Strategic Objective 3 Customer Internal Capacity Company Name Theme Two Strategic Objective 2 Vision: Theme Three

A Different Approach (does not lend itself to causal relationships) Vision: Mission: Financial Internal Customer Capacity

A Radical Approach Financial a Fin je Ob ial nc cti e1 ti v c b je lO a n er Int ve 1 Internal Customer Mission Vision Mission tiv e1 nin ar Le gO c bje rO e m sto Cu 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 c bje e tiv 1 Learning Tesco used this approach during their ‘Every Little Helps’ campaign

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