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A strategy map visualizes strategic objectives and their cause‑and‑effect relationships across perspectives. It makes assumptions explicit, aids prioritization, and aligns initiatives with business goals. Commonly associated with the Balanced Scorecard, it serves as a communication and decision instrument for management. It also supports deriving metrics and…
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Theoretical construct: explains a term, principle, or mental model.
What organizes, connects, or makes decisions possible.
A strategy map visualizes strategic objectives and their assumed cause-and-effect relationships so initiatives and measures can be aligned as a coherent system.
Strategy maps were shaped by Robert S. Kaplan and David P. Norton in the Balanced Scorecard context and presented as a distinct management instrument in 2004.
Arrange objectives in perspectives and connect them with directional assumptions about impact. The map shows how capabilities and processes are expected to contribute to customer and financial outcomes.
At its core, this means: A strategy map visualizes strategic objectives and their assumed cause-and-effect relationships so initiatives and measures can be aligned as a coherent system.
It works by: Arrange objectives in perspectives and connect them with directional assumptions about impact. The map shows how capabilities and processes are expected to contribute to customer and financial outcomes.
A strategy map helps test objective chains, prioritize initiatives, and derive measures. Check which assumed cause-and-effect link connects an initiative to the strategic outcome.
A strategy map helps leaders and teams test chains of objectives, prioritize initiatives, and derive suitable measures. The decisive question is: which assumed cause-and-effect link connects this initiative to the strategic outcome?
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