Strategy mapping and strategy maps 2: Some examples
"I can carry the strategy around in my pocket.
If I want to discuss the strategy with another manager
I simply say, hey, lets look at your strategy map"
On these pages we explain what strategy maps are,
describe some of the benefits of strategy maps and provide a couple
of examples. We also describe some common mistakes to make and
how to avoid them.
Our dilemma
Strategy maps represent our clients' strategies.
Therefore they are important and confidential pieces of information
(You would not want your strategy published on your trusted consultant's
website, would you?).
So how can we show you some examples? How can you
experience the power of strategy maps? There are four ways:
1) An example:
Because public sector organisations are (generally)
is more open about their strategy (and quite often they have to
be) we can show you some public sector examples. In our case studies,
there is a full cascade from the 15 year vision for a city, to
the corporate level strategy map, and then through the next level
strategy map, through to the measures, targets, organisational
implications and programmes of work.
Though this is a public sector example, the approach
and cascade is typical of what happens in a commercial organisation
as well. Only the structure of the strategy map has changed to
accommodate the fact that customers don't give council's money
on the basis of how they feel about their services.
You can access more of this public sector strategy
map case study by signing up to our case
studies
2) The evidence for strategy maps
Research that shows that companies that have balanced
and structured performance management systems tend to have significantly
higher performance (around 25% better) than their peers. Moreover,this
performance comes from having agreed strategic goals, setting
out a clear path to achieve the goals and an improved quality
of communication.
A most remarkable difference is in management team
agreement. Using these techniques, this rose from barely 35% to
90%. Can you imagine what a difference this made to the way the
organisation was managed and how it performed? At the same time,
the number of staff who felt the strategy was communicated and
understood increased from less that 10% to over 60%.
These changes make a massive difference. You can
find more detail in our paper "The
case for balanced structured performance management"
available via case studies page.
If you want to read about some of the strategy mapping mistakes to avoid, you can read more here. If you want to save time and money and get started, then talk to us. contact
us.
3) Meet with us
There are some case studies where we have permission
to share them anonymously on a one to one basis.
They are great examples of strategy maps, and served
their organisations well, but no longer represent the strategy
for that organisation. We can share a few of these. This also
gives us the chance to explore what the particular organisation
gained from their strategy mapping and scorecard work. Quite often
it can be quite different depending on what their original problems
were.
If you are serious about using strategy maps to
modernise your scorecards, get a better grip on the strategy,
communicate it better and focus your organisation, then give
us a call.
4) Experience us
Some clients start by using us to do a short review
or a one day strategy mapping workshop. This is a great way to
get immediate benefits and things you can use, understand the
approach, develop the work you have already done and find out
what it is like working with us.
We are real experts in strategy mapping and have
some of the deepest and most varied experience available anywhere. If you have a performance management problem that needs solving, or needs
moving to the next step, and that you think our approach might help, then give us a call.
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