Strategy Maps:Converting Intangible Assets into Tangible Outcomes

More than a decade ago, Robert S. Kaplan and David P. Norton introduced the Balanced Scorecard. The scorecard allowed companies, for the first time, to quantify intangible assets, such as people, information, and customer relationships. Now, building on their research on more than 300 organizations that are using the Balanced Scorecard around the world, Kaplan and Norton have created a revolutionary new tool: the strategy map. The strategy map enables companies to understand the links between intangible assets and value creation. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School. Norton is founder and president of the Balanced Scorecard Collaborative. Why are strategy maps important for you and for your organization? The answer is that it‘s critical for you and your employees to understand what the strategy is - and why it makes business sense. If your business strategy isn‘t working as well as it should, strategy maps can help you figure out what went wrong and make it right. In this summary, you‘ll learn how to use strategy maps to align your company‘s processes, people, and information technology for superior performance.