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Why do many (corporate) mission or vision statements omit the obvious? TO MAKE MONEY or “To create a return on the capital invested in the organisation by the owners and funders.” Are their mission or vision statements pandering to a different audience? Are they really what the owners investors think? Are they some sort of [...] This post is about the structure of a strategy map and the importance of using a purpose or mission statement at the top to anchor the strategy you are describing. Before we detail the financial perspective we must position the organisation’s purpose or mission statement at the top of the strategy map. (For the purpose [...] What could possibly make an organisation have a target that involved two people being killed. The Audit commission (RIP) is the answer. I am developing a balanced scorecard with a Fire and Rescue Service and, obviously, they want NO deaths of injuries from fires. The typical number of deaths in their region is two or [...] Balanced scorecards need a strategy map to orientate them towards the strategy. Strategy maps need a tangible future to describe the future that the strategy will deliver in a way that is tangible and clear.
Strategy is fundamentally how you move towards your future: What choices do we make to achieve our ambitions? [...] |
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