This guide is a five step process built around the strategy map and balanced

scorecard

Define Key
Define
Populate draft Define public operational Strategy map Activities
purpose of
strategy map value outcomes efficiency Draft 1
the agency
outcomes
Tools

Define
Define key Define
strategic Strategy map
priorities and organisational
plans and Draft 2
capabilities capabilities
priorities

Validate the PESTLE, SWOT,

strategic plans TOWS
Validate, test and Scan Test strategy
and priorities +
refine environment map Strategy map
organisational
Version 1
capabilities

Prioritise, Strategy map Cascade to Performance

Plan to execute Cascade to
measure and individual Development
strategy group level Balanced
act level Framework
scorecard

Constantly
Translate, lead communicate
and communicate strategic
direction

1
 Developing the strategy map and balanced scorecard follows the outline
below but this can be configured as confidence in the process builds

Populate draft Complete the main elements of the strategy map by defining the agency’s purpose and articulating the public value
strategy sap and operational efficiency outcomes.

Analyse the underlying drivers in the business for your priorities and capabilities and use these to identify the key
Define key priorities strategies that will help achieve the outcomes defined in the strategy map.
and capabilities Finalise the draft strategy map showing linkages from required outcomes (including those for customers) through
to processes and capabilities.

Stress test the strategy using PESTLE (Political, Economic, Social, Technology, Legal and Environmental) to validate
purpose, objectives and outcomes, SWOT (Strengths, Weaknesses, Opportunities, Threats) to support PESTLE and
Validate, test and
refine
further test the internal enablers and the TOWS (Threats/Opportunities, Weaknesses/Strengths)to refine strategy
and identify strategic choices to achieve the outcomes and objectives. Refine the strategy map through scenario
testing.

Develop the KPIs (measures for the coming year) and strategic priorities (mid-long term goals) that result from this
Plan to execute
strategy
process. Use these to support cascading the strategy to group, branch and individual levels through the balanced
scorecard.

Communication underpins the entire process. While included as the final step, constant communication is critical.
Translate, lead and
communicate
Senior leaders should determine the best ways of communicating the strategy to frontline staff, customers,
stakeholders and Ministers’ offices.

This better practice guide is supported by an effective leadership module (“Actions with Impact”). The title page of
each step refers to the key leadership capabilities required during that step of the process. Detailed information
pertaining to the capabilities can be found in the resource.

Integrity, Trust
Service & Accountability 2