By Robert S. Kaplan và David P. Norton

How to make strategic planning and strategic communication clearly to all members at all levels throughout the organization? The answer is in “Strategy Map”. This is also the most effective tool to connect/synchronize the daily work of each member with the overall vision, mission, goals and strategies of the organization.

In this book, Robert S. Kaplan and David P. Norton – the “father” of the Balanced Scorecard – come up with a new set of tools that are as innovative and innovative as the Balanced Scorecard, it’s a Strategy Map based on research at more than 300 organizations over a decade.

Following the success of the Balanced Scorecard, Strategy Map is a new development step in the process of using financial measures to evaluate business performance and strategic planning for businesses.

By applying Strategy Map, the leaders realized that presenting the strategy in the form of charts and maps with causal and reciprocal relationships they can see both the nature and the power to drive adaptive business decisions and decisions.

Emphasizing on the importance of the Balanced Scorecard and Strategy Map, Kaplan and Norton have drawn up a formula, or rather, an equation to help businesses succeed in managing and helping businesses thrive. That is:

Outstanding results = Strategy Maps + Balanced Scorecard + Strategic Centralized Organization

Through the book Strategy Map, Kaplan and Norton will present the missing link between strategic planning and implementation. At the same time, this is also a manual describing, measuring and connecting intangible assets to achieve superior performance.

Through the use of vivid examples, the authors present how to build Strategy Maps according to the specific situation of each organization. With Strategy Map, we can:

  • Clarify the strategy and communicate it to the entire team
  • Identify the most important internal processes that promote strategic success
  • Arrange and align investments in people, technology and organizational capital so that it makes the biggest impact
  • Identify gaps in strategy, take corrective action promptly.

It can be said that the templates, strategic content and intangible assets are the bricks laying the foundation for understanding and implementing the strategy. They create raw materials for leaders to describe and manage the strategy at a detailed operational level. The reason is that something that we cannot measure will be not manageable, but something that we cannot describe will be not measurable.

This Strategy Map will provide the currently missing link between strategic planning and implementation, and is also a manual for describing, measuring and connecting intangible assets to get superior performance.

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