We offer a variety of strategy mapping services that either stand alone or may be integrated into a broader strategy planning & implementation engagement.
Developing the Strategy Map
The best approach for developing a strategy map depends on the situation your business is starting from. Our most popular strategy mapping engagements are:
Map Development Project. A strategy map development project begins with private structured interviews that harvest input and insight from each leader (or stakeholder community representative). This ensures that each point-of-view is heard. Interviews may be supplemented by focus group discussions when broader communities must be engaged. Once input has been collected synthesize and use it to develop a draft Strategy Map that can then be refined and validated in an executive workshop meeting.
2 or 3 day Strategic Planning Retreat. Provided there is already a good degree of alignment, a leadership team’s strategy map may be developed within a multi-day planning meeting. The configuration depends on the the situation specifics, and the team’s objectives, but typically include two or three days dedicated to Vision, Strategy and the Action Plan/Initiative Portfolio.
Retroactive Mapping. In this engagement our consultants use existing strategic plan documentation to “reverse engineer” a draft strategy map that can be validated and refined in an executive workshop meeting.
Cascaded Mapping. In this engagement the mapping process is extended to develop divisional (SBU) strategy maps that are aligned with a corporate map.
Using the Strategy Map
Once a management team is aligned around its strategy map it can be used as an agreed framework for the many different stages of the strategy execution process. The most popular engagements include:
Performance Scorecard Development. The strategy map guides the development ofperformance metrics and related achievement targets. These can also be ‘cascaded’ throughout the organization’s divisions and departments.
Initiative Portfolio/Program Prioritization. The strategy map provides the framework for identifying which initiatives will create the most strategic value and in what sequence they should be executed. This permits a strategic program (or project portfolio) to be designed, chartered and organized into a Master Schedule. The Master Schedule can then be used to guide resource assignment priorities and ‘disposition’ of less important projects.
Operational Integration (Operationalization). The map, portfolio and master schedule, and where available the performance scorecard, provide planning guidelines for the development of departmental operational plans and budgets by the broader management team. Similarly, the map also informs the reconciliation of operational priorities and budget challenges.
Strategy Execution Governance. The map, scorecard, initiative portfolio, and master schedule provide a framework for ongoing progress monitoring, variance identification, corrective action management and change management as the initiatives are executed.
Management System Integration. The map and its derivatives are built into the annual management system and calendar. The Strategic DNA Book describes a generic framework for a strategy planning and execution system based on our methods.
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