Strategic map
Introduction
In the field of business, the concept of strategic maps was developed by Robert Kaplan") and David P. Norton, and captured in their book Strategic Maps.[1] The concept was previously introduced by themselves in the book Balanced Scorecard (known in Spanish as Balanced Scorecard or BSC).[2].
In fact, they are responsible for the development of the CMI in 1992, which first appeared in a paper published in Harvard Business Review. The focus of the CMI is to provide organizations with metrics to measure their success. The underlying principle was You can't control what you can't measure.
Strategic maps are closely related to the CMI.
Based on continued experience with organizations that successfully implemented CMI, Kaplan and Norton discovered two important common factors among organizations that successfully implemented CMI: the focus and alignment factors.
Organizations, while developing their BSCs, were forced to rethink their strategic priorities and describe their strategies. This led Kaplan and Norton to stumble upon a deeper principle: you can't measure what you can't describe. Strategic maps, which had originally been a part of the WCC construction process, now became the central theme.[3].
Strategy maps are a way to provide a macro view of an organization's strategy, and provide a language to describe the strategy, before choosing metrics to evaluate its performance.
Perspectives
Kaplan and Norton do not explicitly define what a perspective means (although they arguably group and describe the objectives of a company), but they list the four main perspectives that an organization (profit or non-profit) should have:[4].
Some important information about the prospects and their order:
The basic idea is to start by looking at a higher perspective to identify what is needed, and work your way down the list to understand what needs to be done to achieve it. The strategy map encodes this information. Effect arrows go from lower to higher perspectives, but strategic inference arrows (which are not drawn explicitly on the strategy map) go from higher to lower perspectives.