Consultants teach you how to draw a strategy map, strategy map template (plan + form template + PPT course)
When it comes to strategic maps, what does the picture in your mind look like?
There is a lot of information, the modules are comprehensive, and it is difficult to understand?......
What exactly is a strategic map, and how do you draw a strategic map?
01 Introduction to the Strategy Map
Strategic Map by Robert Kaplan (S.) and David P. Put forth.
The strategy map was created because in the process of studying the balanced scorecard, the two scholars found that the enterprises that used the balanced scorecard could not comprehensively describe the strategy, and there was no communication between managers and between managers and employees, and there was no consensus on the strategy.
The Balanced Scorecard establishes only a strategic framework and lacks a specific, systematic and comprehensive description of the strategy.
Therefore, the two scholars developed a model of strategic maps based on the Balanced Scorecard.
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Compared to the Balanced Scorecard, the Strategy Map adds two levels of stuff:
The first is the particle layer, which can be decomposed into many elements under each layer;
The second is to add a dynamic dimension, that is, the strategic map is dynamic and can be drawn in conjunction with the strategic planning process;
There are two factors in judging whether a strategy map is effective or not.
First, the number of indicators of a scientific and reasonable strategic map is about 20;
Second, the allocation of the four perspectives is generally 20% for finance, 20% for customers, 20% for internal processes, and 20% for learning and growth.
02 Strategic Mapping Methodology
The strategy map is based on the four levels of the balanced scorecard as the core, and the enterprise strategy cause and effect map is drawn by analyzing the interrelationship between the four.
financial aspects;
at the customer level;
internal level;
learning and growth;
The core content can be summarized as follows: through the use of intangible assets such as human capital, information capital, and organizational capital (learning and growth), enterprises can innovate and establish strategic advantages and efficiencies (internal processes), and then enable the company to bring specific value to the market (customers), thereby realizing shareholder value (finance).
When developing a strategic map, there are clear steps and sequences.
Strategic mapping, strategic planning and implementation is first and foremost a "top-down" process, which is reflected in the diagram from the financial level to the learning and growth aspects.
A. Determine the shareholder value gap (financial level)
Clarify financial (or mission) goals and targets;
Identification of target values and value gaps;
allocating value gaps to growth and productivity targets;
For example, the senior financial goal of a company is: revenue growth (the sales revenue is expected to reach 500 million yuan in five years, but the company only reaches 100 million yuan, which is still 400 million yuan short of the value expectation of shareholders)
B. Adjust customer value proposition (customer level)
Describe the target segment;
identify customer value propositions;
choose the right indicator;
Aligning client goals with financial growth targets;
For example, to bridge the shareholder value gap, the general process of corporate strategic planning, to achieve a sales increase of 400 million yuan, to analyze existing customers, and adjust your customer value proposition.
There are four main types of customer value propositions:
The first is the lowest total cost;
The second value proposition emphasizes product innovation and leadership
The third value proposition emphasizes the provision of comprehensive customer solutions;
The fourth is system locking;
C. Determine the value enhancement timeline
Define a timetable for achieving results and define the total time for the implementation of the strategy;
Assign value gaps to different themes, with only the financial target value broken down into target values for internal processes and strategic themes, linked to specific time frames to enhance the viability of the total target value;
For example, in view of the goal of achieving a shareholder value gap of 400 million yuan in five years, it is necessary to determine the timetable, how much to increase in the first year, how much in the second and third years, and determine the timetable for improvement;
D. Determine the strategic theme (internal process level)
Find and identify high-impact, key processes (strategic themes), including operation management processes, customer management processes, innovation processes, social processes, etc.;
Set metrics and targets to align key internal processes with the target values for achieving financial and client goals (outcomes).
Determine what the company will do in the short, medium and long term.
E. Improve the readiness of strategic assets (coordination of intangible assets)
Identify intangible assets such as human, information, and organizational capital required to support the strategic process;
Analyze and evaluate the degree of strategic support of existing intangible assets, with or without the ability to support key processes, and if not, find ways to improve them;
Determine metrics and target values.
Analyze the strategic readiness of the existing intangible assets of the enterprise, have or do not have the ability to support key processes, if not, find ways to improve, the intangible assets of the enterprise are divided into three categories, human capital, information capital, and organizational capital.
F. Determine the strategic action plan and arrange the budget
Identify and form a specific action plan to support the process and develop intangible assetsBased on the strategic map and the corresponding different goals, indicators and target values, a series of action plans are developed, resources are allocated, and a budget is formed.
Articulate and secure budget requirements.
Based on the strategic map and the corresponding different goals, indicators and target values, a series of action plans are developed, resources are allocated, and a budget is formed.
03 Examples of strategic map applications
For example, a leading chain of retail pharmaceuticals.
04 Write at the end
Strategy maps are theoretical tools built on the primacy of the Balanced Scorecard.
It may seem a little complicated, but as long as you understand the general process of corporate strategic planning, it is relatively easy to use.
More importantly, the strategy map integrates the overall operation of the company and plays an important role in understanding the company as a whole.
540. Strategic map template (plan + form template + PPT course)
1. Strategy map template form
2. Strategic map program document
3. Strategic map PPT
1.1. Functional strategic planning: strategic map template of functional departments
2.2. Strategic map of the group company
3.1. PPT courseware for enterprise strategy mapping
539. 2023 Strategic Human Resource Planning (Program + Template Form + Course PPT)
522. A full set of talent strategy map (drawing plan + application table + course promotion PPT)
517. The latest version of ByteDance's strategic human resources system
437. Strategic Map Scheme and Indicator Decomposition Model
436、Huawei's strategic management and strategy map (10 PPTs)
373. Strategy Decoding: A compulsory course for enterprises to improve their strategic execution
342: Huawei: Digital transformation, from strategy to execution
340: Thinking on ANTA's strategic transformation
341: Human Resources Strategy and Planning
336: Xibei brand strategy case: how Xibei domesticates customers
337: Xiaomi's strategic analysis
DS01: The 4M Model of Talent Strategy: How CEOs Arrange Their Troops to Win in the Endgame
333. Huawei Strategic Planning: Huawei Strategic Planning SP and Business Plan BP processes
323. Tesla's long-term plan and opportunities in China's supply chain
320. Decoding method of strategic performance of group companies
Issue 305: [How HR can become a strategic business partner (page PPT)]
Issue 286: [The Construction of JD Enterprise University and Other Fortune 500 Enterprise University Cases]
Issue 212: [Strategic Wisdom: CFOs are Action Planners and Change Champions]
[63] Human resource management strategy and human resources consulting case
[34] 700 sets of equity design schemes
No. 621, Ergonomic Analysis Models and Calculation Tables
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Enterprise strategic measures, [collection and learning] four commonly used strategic management methods"The incompetence of one person is the incompetence of a person, and the incompetence of a general is the loss of an army. ”
The biggest problem for generals is not whether they can go into battle, but whether they can set the direction clearly and implement it firmly. If the direction is wrong, everyone will be unlucky, and in the end, the three armies will be exhausted by incompetence.
Therefore, we often say that the boss is the "head" of the company, and the boss should not rob the grassroots employees or middle management to do things, but should think more about the "big things" of the company's future development, that is, strategic planning and goal vision.
Changcai Consulting has summarized four scientific strategic management tools, and the boss can use the elements of these tools to think about the rationality of his company's strategy and help you find a more scientific strategic positioning.
1. Porter's five forces analysis model
The Five Forces Analysis Model is a strategic management analysis tool proposed by Michael Porter in the early 80s, which has a global and far-reaching impact on corporate strategy formulation.
Porter's five forces are:
It is used in the analysis of competitive strategy and can effectively analyze the competitive environment of customers. The different combinations of these five forces will ultimately affect the changes in the profit potential of the industry.
2. Andy Grove's six-force analysis model
The concept of Six Forces Analysis is the concept of Andy Grove, former president of Intel, using Porter's Five Forces Analysis architecture as a starting point to re-explore and define the six influences of industrial competition.
He believes that the factors affecting the competitive situation of the industry are:
Through the strategic management analysis of these six competitive forces, it is helpful to clarify the competitive environment in which the enterprise operates, identify the key factors of competition in the industry, and define the strategic innovations that can best improve the profitability of the industry and the enterprise itself.
3. The new 7S principle
The new 7S principle was proposed by the American management guru Da Verney, emphasizing whether the company can break the status quo, seize the initiative and establish a series of temporary advantages.
The business thinking framework of the new 7S principles includes:
The first two S's, Higher Customer Satisfaction and Strategic Forecasting, lie in building a vision that disrupts the status quo in the market. It includes setting goals, developing strategies for companies to break the status quo, and identifying the core competencies necessary for companies to break a certain market.
The next two S's are speed and surprise, which look at a number of key capabilities that can be used to take a series of actions to disrupt the status quo.
The last three S's are to change the rules of competition, declare strategic intentions and launch continuous strategic shocks at the same time, mainly tactics and actions to break the status quo of the market in a super competitive environment.
Fourth, four strategic models
According to Raymond Myers and Charles Snow, corporate strategy does not depend on the type or style of the organization, but on the fundamental problems that need to be solved by the strategy:
Based on these three types of questions, they divide businesses into four types of strategies:
1. Defenders
As a mature enterprise in a mature industry, it strives to protect its market position by means of efficient production, strict control, continuous and reliable means.
2. Explorer
A type of business that is dedicated to discovering and unearthing new products and market opportunities. Its core skills are market ability and R&D ability, and it can have more types of technologies and longer product lines.
3. Analyst
This is a risk-averse business that is able to provide innovative products and services at the same time. It is committed to a limited number of products and technologies, and strives to surpass its competitors by means of quality improvement.
4. Responders
This is a kind of enterprise strategic measures that lack control over the external environment of the enterprise, which lacks both the ability to adapt to external competition and the effective internal control function. It does not have a systematic strategic design and organizational planning.
Conclusion
It is not that the enterprise needs strategy, but that management needs strategic thinking to guide all employees to work together to complete the implementation of a series of strategic decisions. If it's a very small company and the founders are very hands-on and experienced, it's possible that a strategy isn't needed.
However, for most small and medium-sized private enterprises, the boss's practical experience is limited, and many projects may be decisions made by the boss on the impromptu basis.
It may not be too much of a problem when the company is small, but if you want to move towards higher goals, you must consider developing a more scientific strategic plan. The above four strategic management tools, corporate strategic measures, hope to inspire you.
Edit | Changcai Consulting is committed to improving the management level of China's private enterprises and accompanying customers to grow together