I sometimes get asked “How do you draw a strategy map on a page for a whole organisation?” The answer is you don’t do a balanced scorecard for a whole organisation.
The answer is the same as for the question, “How do you limit a balanced scorecard to 24 measures?”
What do you do then?
A set of strategy maps and scorecards for a whole organisation.
You do a strategy map or scorecard for a particular management team and scope of control. You develop a set of strategy maps and balanced scorecards for a whole organisation.
A strategy map draws the strategy as seen from the perspective of a particular management team. If you are dealing with the Chief Executive and the Executive team, they you are doing it for them. If you are dealing with a management team for customer services, or the UK operations, or the IT management team, then it is for them, from their perspective. It describes that team’s perspective: what they have to focus on to create change within their scope of control. The few things they need to pay most attention to, to implement the strategy and to bring about change?
It is the same for the balanced scorecard that sits behind the strategy map. The team’s balanced scorecard should not contain all the measures in an organisation. They should contain the specific ones that the management team need to pay most attention to. Should they want more detail the management team should be able to look at more detailed strategy maps and balanced scorecards for the teams that work beneath them.
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