绘制战略地图（Drawastrategicmap）

绘制战略地图（Draw a strategic map）
Wen / Robert Kaplan
In 1990s, when we first designed the balanced scorecard, it began with a blank. Through high-level interviews and in-house seminars, the strategic information gathered is shown in 4 dimensions. Up to now, we have set up a frame model by analyzing hundreds of score cards, which we call strategic map.
The strategic map of the balanced scorecard can make the strategy hypothesis clear. Each of these indicators is an important element in the chain of causal logic that links strategic goals and drivers. The strategic map clearly describes the process of Converting Intangible Assets into tangible customer and financial results. It provides the senior managers with a framework for strategic description and strategic management in the context of knowledge-based economy.
Strategy is a step in the continuum
Strategy should not be an isolated management process. In fact, there is a continuum in which the starting point is the mission of the organization, and the mission must be clearly explained and communicated in order to coordinate individual action and support the implementation of the mission. Management systems need to be able to effectively accomplish this task. The continuum transforms high-level mission statements into work for frontline and logistics staff, and strategy is a step in the logical continuum.
If we want to establish a unified strategy description framework, we must have a unified approach to link and locate it with other management processes. The vision of the organization paints a blueprint for the future direction of the organization, helping employees understand why and how they support the development of the organization. At the same time, it has realized the transformation from the stable mission and the core value to the next step, the dynamic strategy. The strategy will emerge from the changing environment of the real world and evolve.
Gerry Eisen took over the bankrupt property and casualty insurance business in 1993 in cigna. Before the business losses year after year, Eisenhower took over to 1998, the profitability of the business department occupy an important position in the industry, at the same time, there are a number of business is listed as "first quarter performance". Who need to create a clear picture of the organization, describes how to become in the next 5 years will be. He uses the term "specialization" to define the basic changes in strategy that are factors contributing to success. "One in the four" defines success, although it is difficult to understand when the company is on the verge of bankruptcy, but this success still means that people should be proud of being part of the organization. The target facts of the five year plan provide a contrasting perspective.
In charge of the Department's vision Essen has, but the lack of security, so it needs to make a display of how to realize the vision of the strategy. Essen uses a very simple and wise: vision quantization. The insurance industry using an index of
"combined ratio" instead of profit rate, every part of the strategy will set a specific timetable and reduce the general goal, the combined ratio in this way, it seems difficult to reach the goal is decomposed into a plurality of small targets, and then to conquer. Now the organization can understand how to achieve the vision of Essen.
Complementary strategic themes
From experience, top management always divides their strategy into several focused topics. For example, an insurance company builds its strategy around 3 themes:
1. improve operational efficiency.
2. increase profitable premiums in core segments.
3. develop a new payment based solution business.
An agricultural enterprise defines 4 topics:
1. improve operational profits through supply chain process reengineering.
2. reduce the cost of capital that has been spent.
3. improve sales by improving retail channel alliances.
4. increase sales by helping farmers adopt new agronomic techniques.
These focus topics can help organizations deal with long-term and short-term, as well as the priority conflict between growth and profits.
In general, the strategic theme reflects what the management team considers to be inseparable from strategic success. They do not reflect financial results, such as "increasing shareholder value" or "customer outcomes" such as higher customer retention rates and higher market share. The content of the strategic theme is that the top management believes that if the strategic results are to be achieved, what must be done within the organization, so the topics are related to the internal business processes.
The strategic theme also provides a way to subdivide the strategy into multiple categories.
1. develop new products and markets: long-term value creation,
Develop new products and services and segment customers into new markets.
2. increase customer value: develop, deepen, or redefine relationships with existing customers, such as cross selling services and trusted consultants.
3. achieve excellent operations: short-term value creation, through internal production efficiency and supply chain management, organizations can effectively, zero defect and timely production and distribution of existing products and services customers.
4. become a good corporate citizen: manage relationships with external stakeholders, especially those involved in regulation, security, and environmental risks.
The 4 strategic themes provide a pillar of strategy, including its own strategic assumptions, a set of causal relationships, and sometimes even its scorecard. This architecture based on strategic themes is so clear that many management teams use these themes to assign responsibility for strategy implementation.
Strategic map template
Customer perspective is at the heart of the whole strategy and defines how growth is achieved. Value orientation defines specific strategies for profiting from new customers or increasing existing customer share. A clear value orientation is the most crucial step in developing a strategic map. The internal process perspective explains the organization's business processes and specific behaviors, and organizations must support them to support customer value positioning. The learning and growth perspective defines the capabilities, methods, techniques, and climate needed to support high priority processes and activities. Through a reasonable construction, the strategic map outlines how to achieve the logical path of the strategic system.
In our consulting work, we have developed generic strategic map templates for different industries and different categories. For example, we developed a strategic map for a chemical company
with product innovation as its strategy. These templates are only a starting point for the strategic map design process, and then need to be customized in accordance with the characteristics of the organization. For an industry, we can refer to the generic template when we do not have a template for the industry. This can help the management to describe his strategy, and greatly improve their insight; can also help the management of a more precise definition of customer value, and improve the unity of internal processes, skills and technical knowledge.
Templates are also helpful for analyzing or re improving an existing scorecard. A well designed balanced scorecard should clearly reflect strategy. So if you get a scorecard, you should be able to derive strategies using reverse logic.
Measure the meaning of the system
Typical performance appraisal systems are collections of individual measures such as capital returns, customer satisfaction, and rate of defective products. Each indicator may have authoritative literature or practical experience, and even consult the company's research and support. The company will hold a meeting to explain the beauty of these indicators and how to apply. But isolated indicators are difficult to describe and manage the value creation process of an organization.
Give an example of human resource indicators, such as employee turnover. This indicator can be improved by measuring the turnover rate of different categories of employees according
to their importance to the organization. For example, the loss rate of a company's employees in the previous period is 10%, which may be beneficial to the company's development. The company can compare with other companies in the same industry or in the same region, and this benchmarking approach can further enhance our understanding of this point of view. If the loss rate of similar companies reached 90%, then the loss rate of 10% would have been very good. However, this benchmarking method does not reflect the value of reducing the turnover rate of core employees. Its real value lies in increasing customer satisfaction and loyalty by maintaining core employees, thereby increasing corporate income. The value of an organization is not due to improvements in some of the intangible assets or internal processes, but through the improvement of these indicators that affect customer and financial outcomes and thereby create value.
If we use only isolated indicators, we can not reflect the significance of the improvement of intangible assets and internal processes for improving performance. The causal relationship contained in the strategic map helps to clearly understand the process of transformation and value creation.
A company generally proposes 3 types of strategic themes, as well as the positioning of the company over a period of several years: to achieve excellent operation in the near future; to improve customer value in the medium term; to develop new products and new markets for a long time. Together, these 3 themes help management team manage and balance short-term and long-term performance drivers.
Stakeholder and key performance indicators Scorecard
Many organizations claim that they already have a balanced scorecard because they use a combination of financial and non-financial measures. Of course，
Such a measure is a little more balanced than a single financial measure previously used. However, the assumptions and beliefs contained in these so-called balanced scorecard are completely different from those of our strategic scorecard. In reality, the most commonly used other scorecards are of two categories: stakeholders, key performance indicators, and scorecards.
Stakeholders define the principal stakeholders of the organization: shareholders, customers and employees. In addition, suppliers and communities are often included. The scorecard defines the company's goals for three different stakeholders, and sets the corresponding metrics and target values.
For example, the first scorecard for Sears Co (Sears) was developed around 3 themes.
1. attractive shopping places
2. attractive workplaces
3. attractive investment sites
The construction company to measure system are based on the 3 main stakeholders as the core: customers, shareholders and employees, especially to measure customer and employee
satisfaction, can ensure that they feel in their company's concern and attention. From this point of view, they seem to have achieved a balance. However, such scorecards do not show how these mutually balanced goals can be achieved. The vision describes the desired outcome, and the strategy must show how to achieve these results and how employees, customers and shareholders are satisfied. Therefore, stakeholder scorecard is not enough to describe the organization's strategy and can not serve as the basis for management systems.
One of the key factors to stakeholders scorecard is missing, it does not explain what is the driving factor to achieve their goals, such as value orientation, to clear the development of new products and services innovation process, customer management, technical staff or strategic skills and quality. For a good design of the scorecard, customer value orientation angle, all processes of internal process perspective, and learning and growth perspective all of the content, clear how the organization will achieve strategic objectives, the 3 angles of strategic and financial perspective are equally important.
Key performance indicator Scorecard in production and health care organizations in the most common, as to the "balanced scorecard" system transformation of these companies, they are usually based on the established system, the existing indexes are classified into 4 aspects of the balanced scorecard. If it's the scorecard designed by the information technology department, we find many of them are key performance indicators, because they like to see the company's database as the core of the project.
If the superior has a clear strategy plan, then the key performance indicators scorecard is most helpful to the Department and the team. Because through these different indicators, individuals and teams can be more clear that they need to focus on what work, in order to contribute to the realization of superior goals. But if these key performance indicators are not linked to the strategy, then there may be a reversal of the situation, so that employees' efforts deviate from the strategic direction. View all articles of contemporary Manager。