Strategy map From Wikipedia, the free encyclopedia Jump to: navigation, see A dodge map is a visual model of the strategy of an administration. It illustrates how the organization computer programs to achieve its mission and vision by means of a linked chain of continuous improvements. For a commercial business, the strategy map illustrates the long-term game plan or competitive strategy to achieve increased profitability. For a nonprofit or governmental organization, it illustrates the plan by which the organization intends to improve performance of its mission. In either case it illustrates the cause-and-effect relationships mingled with different strategic objectives and their measures, or key performance indicators (KPIs) that ar included in a match poster. The concept of strategy maps was introduced to the business world in 2001 by Robert S. Kaplan and David P. Norton as a means to illustrate and elaborate their earlier concept, the balanced scorecard. The model reference for the strategy map is their book The Strategy-focused Organization.[1]. A that standard reference is their third book Strategy Maps, which provides many examples of the use of strategy maps in various organizations.
Kaplan and Norton introduced the balanced scorecard performance management concept in a paper, The balance Scorecard: Measures that Drive Performance in the January 1992 edition of Harvard trade Review[2]. The focus of the balanced scorecard is to provide organizations with a balanced range of metrics a codst which to measure their performance. Balance implied that organizations can gain a broader view of leading indicators of performance by including non-financial metrics (e.g. learning and growth of employees, efficiency of internal business processes, and customer satisfaction). Based on continued experience with organizations that successfully enforced the balanced scorecard, Kaplan and Norton came to realize that there were... If you want to get a full essay, order it on our website:
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