Optipro use strategy maps to model organisation strategies as defined by Kaplan & Norton in their 2004 publication: Strategy Maps: Converting Intangible Assets into Tangible Outcomes.
Strategy Maps is a technique whereby we define productivity/revenue growth initiatives for each of your business process areas. The process starts by evaluating your vision, mission, and values and then defining the business initiatives involved to support it. The productivity/revenue growth initiatives are then mapped across different perspectives (financial, customer, internal process, learning and growth perspectives) defining the required investment in intangible assets (Kaplan & Norton, 2004).
Figure 1: Strategy Map - (Kaplan & Norton, 2004)
The strategy map becomes a cause and effect diagram, linking the initiatives to productivity and growth targets as well as defining which business processes, namely human capital, information capital and organisational capital need to change to support these initiatives. This will form the basis for defining the case for change and establishing a desired return on investment for implementing the changes. Figure 2 describes Optipro's approach to strategy modeling.
Figure 2: Strategic Modeling Process
The strategy can then be converted into a balance scorecard and used to measure and monitor how well we are executing on these initiatives. This forms the basis for measuring the success of our implementation.