Methodical Aspects of Applying Strategy Map in an Organization

Abstract

One of important aspects of strategic management is the instrumental aspect included in a rich set of methods and techniques used at particular stages of strategic management process. The object of interest in this study is the development of views and the implementation of strategy as an element of strategic management and instruments in the form of methods and techniques. The commonly used method in strategy implementation and measuring progress is Balanced Scorecard (BSC). The method was created as a result of implementing the project “Measuring performance in the Organization of the future” of 1990, completed by a team under the supervision of David Norton (Kaplan, Norton 2002). The developed method was used first of all to evaluate performance by decomposition of a strategy into four perspectives and identification of measures of achievement. In the middle of 1990s the method was improved by enriching it, first of all, with a strategy map, in which the process of transition of intangible assets into tangible financial effects is reflected (Kaplan, Norton 2001). Strategy map enables illustration of cause and effect relationship between processes in all four perspectives and performance indicators at the level of organization. The purpose of the study being prepared is to present methodical conditions of using strategy maps in the strategy implementation process in organizations of different nature.

Awareness of strategy execution barriers in decision-making process: moderated mediation analysis

“…The main role of a measurement system is to indicate the degree of strategic goals achievement and to report any execution problems that occur (Markiewicz 2012). The research results show the relation between the usage of execution tools, the improvement of the effectiveness of a strategy execution measurement system and the reduction of employees' resistance to the changes introduced.…”

Problemy wdrażania strategii w małych przedsiębiorstwach – wyniki badań (Strategy implementation problems in small companies - research results)

“…Wdrażanie strategii jest bowiem procesem trudnym, wymagającym rygorystycznego planowania, któremu towarzyszy odpowiednia komunikacja, właściwe dopasowywanie organizacji i ciągłe monitorowanie podejmowanych działań [Carciumaru, Candea 2012]. W literaturze przedmiotu identyfikuje się różne czynniki mające wpływ na powodzenie procesu implementacji strategii [Beer, Eisenstat 2000;Salih, Doll 2013;Markiewicz 2013;Čatera, Pučko 2010;Hrebiniak 2005;Three Reasons Why…;Saunders, Mann, Smith 2008]. Poniżej przedstawiono wyniki prac kilku autorów.…”

Strategy implementation problems in small and large companies – similarities and differences in light of the research results. Lessons from the polish experience

“…Salih and Doll (2013) Markiewicz (2013),Čatera and Pučko (2010) Hrebiniak (2005), Three Reasons Why Good Strategies Fail: Execution, Execution... (accessed on -22/05/2015),Saunders, Mann and Smith (2008),Beer and Eisenstat (2000),Al-Ghamdi (2005).…”