1

STRATEGY
MAPS
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INDEX
1.STRATEGY MAP – MANUFACTURING COMPANY 5

2. STRATEGY MAP – CLAIM PROCESS 7

3. STRATEGY MAP – IT 9

4. STRATEGY MAP – IT 11

13
5. STRATEGY MAP – ATONIC ENGINEERS
15
6. STRATEGY MAP – PRODUCT LEADERSHIP
7. STRATEGY MAP – PRODUCT LEADERSHIP 17

19
8. STRATEGY MAP – EVENT MANAGEMENT
21
9. STRATEGY MAP – FABRICS COMPANY
10. STRATEGY MAP – HEALTH CARE 23

11. STRATEGY MAP – PRODUCT EXCELLENCE 25

12. STRATEGY MAP – PRODUCT SERVICE 26

13. STRATEGY MAP – PRODUCT SERVICE 28

14. STRATEGY MAP – PRODUCT SERVICE 30

15. STRATEGY MAP – FACTORY ORGANISATIONAL VALUES 32

16. STRATEGY MAP – CUSTOMER INTIMACY 33

17. STRATEGY MAP – PHARMACEUTICALS 34

18. STRATEGY MAP - TRAINING SERVICES 35

19. STRATEGY MAP - BFSI – BANK SERVICES 36

20. STRATEGY MAP- PRODUCT DEVELOPMENT 38

21. STRATEGY MAP- OPERATIONAL PROCESS 40

22. STRATEGY MAP - E- COMMERCE SERVICES 42

23. STRATEGY MAP- HOTEL RESORTS SERVICES 44

24. STRATEGY MAP- PRODUCT LEADERSHIP 46

25. STRATEGY MAP- OPERATIONAL EXCELLENCE 47

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26. STRATEGY MAP – PRODUCT LEADERSHIP 48

27. STRATEGY MAP – SOFTWARE INDUSTRY 50

28. STRATEGY MAP – CUSTOMER VALUE PROPOSITION 52

29. STRATEGY MAP – CUSTOMER LEADERSHIP 53

54
30. STRATEGY MAP – CONSULTING FIRM
55
31. STRATEGY MAP – CUSTOMER INTIMACY
32. STRATEGY MAP – MANUFACTURING COMPANY 56

57
33. STRATEGY MAP – OPERATIONAL EXCELLENCE
58
34. STRATEGY MAP – CUSTOMER VALUE PROPOSITION
35. STRATEGY MAP – HEALTH CARE INDUSTRY 59

36. STRATEGY MAP – WORKFORCE IMPROVEMENT 60

37. STRATEGY MAP – HUMAN RESOURCES SERVICES 61

38. STRATEGY MAP – FINANCIAL SUPPLY CHAIN 62

39.. STRATEGY MAP – PRODUCT LEADERSHIP 63

40. STRATEGY MAP – EDUCATIONAL INSTITUTION 64

41, STRATEGY MAP – TELE COMMUNICATION COMPANY 65

42. STRATEGY MAP – PUBLIC SERVICES SECTOR 66

43. STRATEGY MAP – CUSTOMER LEADERSHIP 67

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➔ Strategy Map Definition

A strategy map is a visual representation of components of an organization’s

strategy and the relationship between the company’s financial, customer and
internal process and learning and growth perspectives
It describes how a company or organisation can create value by linking strategic
objectives in a cause and effect relationship based on the four Balanced Scorecard
Perspectives: Financial, Customer, Internal Processes and Learning & Growth. It’s
great for quickly communicating big-picture objectives to everyone in the
company.
 5

1. STRATEGY MAP – MANUFACTURING COMPANY

ABC Limited is a well-established hollow bricks manufacturing company in India. Started in

early 90’s they were one among the pioneers in hollow bricks manufacturing in the region.
It has been in construction sector close to 3 decades and known for its quality of bricks.
Initially they had done marketing campaigns for introduction of their products however
later their client base has grown purely due to word of mouth and referrals. Year on year
the customer base has always seen a growth by 10%.
Due to increase in demand in the concrete tiles, Modern Bricks has now expanded its
product ranges to include the same and wants to market themselves as one stop solution
for Corporate builders.

• Increase in Profit margin

• Customer Expansion
• Create Brand Image through Value proposition to customers – One stop for
housing need

Primarily our scope of linking function within People, Internal Process, Financial & Customer
to increase shareholder value of the company.
For a manufacturing plan the key focus is always increasing the operation efficiency which
is more volume at optimal production cost and work process efficiency is integral. Hence
the value discipline chosen for the basis of strategy map is “Operational Excellence”.
 6

STRATEGY MAP
Attract Corporate Builders Build Brand
Revenue Growth
and Enhance Customers value
Finance

One Stop Quality &

Customer

Product Pricing &

solution Reliable product Availability Marketing

Production Quality Operational Supply chain Marketing

Efficiency
Internal process

Production of Bricks Quality of Increase Maximize Boost brand

and concrete tiles product. throughput per day procurement image,
under same plant. using automatic efficiency, Choose Enhance
Increasing work ISO
laying machines, right vendors product
process efficiency certification,
Reduce cost of portfolio
Sound HSE
production,
practice
Optimal cycle time

Recruit Right – Reliable and Workforce Driven by Values – Using available information
Learning & Growth

Hardworking employees Respect, Integrity, Excellence & (customer & vendor data)
Collaboration
for better decisions

Provide continuous learning Workforce Driven by

thereby maintaining required skill Performance – Rewards &
level to assure quality first time Recognition
itself
 7

2. STRATEGY MAP – CLAIM PROCESS

The objective of the strategic map is to enhance the claim process Linking function with
People, Internal Process, Financial & Customer

A strategy map is a diagram that is used to document the primary strategic goals being
pursued by our organization.
The commercial organization is spread across India. The associates (Sales, Clinical & Technical
service men) who are all part of commercial organization need to travel every day to meet
customers. As per the policy, they can get reimbursed their food, travel and accommodation
bills if they are out of their home city.
The process of claiming the bills was tedious as they have to send the original bills with three
level approvals in addition to that for any clarification the bills has to go back to the approvers
who were located in different states in India. To understand the whole process and the
hurdles that are faced by associates HR team had to go for a survey using Gallop method and
based upon the outcome of the survey decided to act on following areas:

Identified they key responsible persons for the claim process and limited them intervention
from 4 approvers to 2 approvers. By this the time and the effort invested in managing the
administration work by the senior leader and multiple approvers got reduced.
A simple process is framed by making two level approval and ensured the accountability lies
within the immediate supervisor and not with the business unit head. The claims have to go
via an online tool where the original bills have to be scanned and submitted with the summary
of expenses. This will go to zone administrator, who can check the attendance and can
validate the originality of the bills. Upon his/her approval the expenses claim will reach the
Immediate supervisor of the claimant, who can either approve or reject the claims.

Upon his approval the claim will go to the finance team and they payment will be done to
claimant via direct RTGS

Here customer is our internal associates. Steps were taken to have clear understanding of the
associate’s expectation and collected their feedback on claim process.

By this new process, finance team had a clear visibility of the claim process and could extract
reports from the tool and the payment of RTGS was introduced so the manual administration
is avoided.
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Strategy Map for Claim process

Financial
Maximize Shareholder
Value

Cost effective tool Less time-consuming

Sources

Increase credibility
Improved Assets within the team
Utilization

Customer

To follow easy process Increased the morale

to do claims
build Trust and
Credibility

Anytime access

To control claim period Process Improvement

through automation

Process Change in the approvers

Online tool for claim

Relooked the approval submission
process

People
To build easy and
accessible tool

Enhance employee Section 3 Increasing morale for

employees
engagement
 9

3 . STRATEGY MAP – IT COMPANY

A Strategy Map is a diagram that describes how a company or organisation can create value
by linking strategic objectives in a cause and effect relationship based on the four Balanced
Scorecard Perspectives: Financial, Customer, Internal Processes and Learning & Growth. It’s
great for quickly communicating big-picture objectives to everyone in the company.
With a well-designed strategy map, every employee can know the overall strategy and
where they fit in. It helps keep everyone on the same page, and it allows people to see how
their jobs affect the company’s strategic objectives

The primary objective of creating strategic map is to link the functions within the peoples,
internal process, financial and customer perspective to increase and to enhance
shareholder value by increasing profit margin of 10%.

Challenges & Business Principle.

The challenges that International Software Solution faces are real. These include multiple
fragmented work environments, system duplication, a lack of defined interconnecting
process, workflows and a mission aligned enterprise architecture. This has led to
unpredictable outputs, increased complexity, a lack of standardization, role misalignment,
and costly and unfocused system.

Strategic Map
10
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4 . STRATEGY MAP – IT COMPANY

The objective of the strategy map is to enhance shareholder value by increasing the Product
sales by 10%.
Primarily the scope strategy map is to establish a link between the function within People,
Internal Process, Financial & Customer and increase shareholder value for the Company.

A strategy map is a diagram that is used to document the primary strategic goals being
pursued by the company. The Organization create value by connecting Strategic Objectives
in explicit cause and effect relationship with each other in the four Balance Score Card
objectives i.e, Financial, Customer, Processes and people.
The common attributes of strategy maps show:

• Each objective as text appearing within an oval or rectangle shape

• Relatively few objectives (usually less than 20)
• Objectives are arrayed across two or more horizontal bands on the strategy map, with
each band representing a ‘perspective’
• Broad causal relationships between objectives shown with arrows that either join
objectives together or placed in a way not linked with specific objectives but to provide
general indications of where improvements are required.
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Strategy Map

Increase Shareholder Value

Budget for New

Manage R&D & Product development
Financial
Production Cost

Improved Asset Increase volume of

Utilization Product Sales

Be perceived by Customer Improve Customer

as having the best Value Confidence with
Product Customization

Customer
Optimise Sales and
Increase Product Brand
Marketing Cost
Value

Fulfil Demand on time

every time

Maximise Distribution Create Effective

Efficiency & Effectiveness Technology Partners

Process Maximise Procurement

Best Product Portfolio
Efficiency & Effectiveness
Ahead of Competitors

Ensure Highest Quality Maximise Operation

Product Efficiency & Effectiveness

Strengthen the Culture

of accountability Increase
People Enhance Technical
Operational
Management
Skills Section
Enhance3 Skills

6th – Problem Solving

Skills
Training and upskilling Attract and Retain Skilled
Resources Resources
 13

5 STRATEGY MAP – ATONIC ENGINEERS

The main objective of strategy map is to increase net profit by 10% with current asset
utilisation and finding new revenue segments within the group of companies for
engineering services.
Increase the revenue of engineering department by outsource its services through aligning
People, Process, Financial Goals and Customer Expectations to achieve desired net income
target.
 14

Strategy Map for Autonic Engineers

Achieve10% Increase in Net

Profit
Financial

Maximise the Current Focuson Variable Cost IncreaseRevenue with

Asset Utilization Existing Group of Companies

Customer
Cost Effective On Time Delivery Be Reliable Partner
Error Free Drawings/Less Billing Rate of Work
Time for Checking

Develop Design
Availability of GlobalSupport from
Vendor
Skilled Resources India

Internal Process

Understand the Product Zero Error in Drawings Competitive IT infrastructure /

Specification, Follow Guidelines Design Software’s

Learning & Growth

Competitive Compensations SkillGap Analysis Matrix Align Employees behaviour

& Rewardsand Recognitions /Competence Mapping to Core Values of Company

Build Fair Sustainable

Work Culture
 15

6 STRATEGY MAP – PRODUCT LEADERSHIP

Strategy Map outlining the four areas; financial, customer, process and people.

The below strategy map on the next page was developed to align company ABC Limited’s
Vision in keeping with its value discipline to be in sync across its financial perspective,
customer perspective, internal processes and all the way till the people and culture of the
organization. Value Discipline is Product Leadership …
 16

Strategy Map to align the company strategy with Financial, customer and internal
perspectives.
Financial perspective:
All business lines
3% profitable
by YE 2021

Improved asset Lower Increase

utilization cost Revenue

Customer perspective:

Quality Availability Service Brand

Internal process
Develop inter-business Maintain
perspective: top quality
line client
Operational centric events.
management
processes Develop better
Reduce turn Top quality
around time communication media
relationship exposure
Customer management with clients.
processes Internal
Develop internal
think tank oppurtunities mentorship
programs
Ensure better 2 way
Innovation processes
communication between
internal and external legal
Planning
Regulatory and social and compliance teams
accuracy
processes
People:
Training on financial Enhance
analysis for all levels employees
of employees. skills.
Ensure quality in
Reward & recognition the PR, sales
program for employes and marketing team.
who prove efficient use
of assets / cost cutting
in their team.
 17

7 STRATEGY MAP – PRODUCT LEADERSHIP

The objective of the strategic map is to enhance the quality of product as well as increasing
revenue Linking function with People, Internal Process, Financial & Customer to increase
the quality of product. A strategy map is a diagram that is used to document the primary
strategic goals being pursued by our company.
Quality assurance is the key aspect for generating revenue in Aerospace industry. As per
the observation, quality department was not functioning as expected for last 2 yrs. (2016-
2018) and there was lot of attrition due to poor management within the department which
was impacting over all product delivery. As per the existing process customers need to go
for a product check before placing the order however due to poor quality, the product was
not getting through the audit process which in turn resulted in loss of revenue. To cater the
situation, the HR department decided to go for a survey using Gallop method on existing
employees of Quality department to enquire the issue and based upon the outcome
decided to take action on following areas:

People:
To reduce the attrition, HR team took up initiatives to change the work culture and brought
in employee friendly policies like retention bonus and Reward & recognition so that the
existing employees will be motivated to work more productively. Also, the necessary
training was provided for upskilling the existing workforce.

Process:
As per existing setup, quality team was reporting to General Manager who was also heading
operations. To bring in more transparency management tweaked the reporting structure
and decided to hire an experienced Quality head who will head the quality department and
would directly report to CEO of company

Customer:
Steps were taken to have clear understanding of customer expectation and collect the
review/ feedback on product quality on periodic basis.

A marketing team was setup for branding and exhibiting the product and adding new
customer base. The product quality team started putting lot of focus on maintaining proper
quality which in turn helped the product clear customer audit.

Finance:
Post implementation of new strategy there was a jump of 4x in the overall company
revenue and due to addition of new customers the overall forecast for the subsequent
years was also good.
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Strategy Map

Financial
Maximise Shareholder
Value

Manage Cost, New Revenue

Profit & Capital Sources
Efficiency

Increase Volume of Sale

Improved Assets
Utilization

Customer

Minimizing Cost of Poor Clear all Customer Audit

Quality and get certificates

build Trust and

Credibility

Added customer
value To supply the product
in time

To control Rejection Process Improvement

Percentage through QMS

Process Change in the Org

Structure

Rewards and Recognition

Learning and for process improvement
Development platform

People
To build Healthy
Social Climate
Enhance Skills of Section 3 Motivation for
Employees Employees
9th –

Create a strategy map outlining the four areas – Financial, Customer, Process and People
 19

8 . STRATEGY MAP – EVENT MANAGEMENT

The company in discussion has 4 branches. Headquartered at Mumbai and having branches
in Delhi, Chennai and Bangalore. All the branches were to function as per this strategy map
to ensure uniformity.

1) Quarterly meetings were conducted to discuss the success and failure stories.
2) The incentives were attached to the team’s performances and the incentives were
attractive.
3) It was hard to accept this new structure as every branch wanted to view itself as
best and wanted to perform individually.
4) In my opinion, the company should follow this structure for at least 3 years to get
an understanding if the structure is working as planned.
 20

Strategy Map of an event management company

Increase
Profitability
FINANCIAL
PERSPECTIVE Increase Reduce
Revenue Operational
costs

Build
Reputation

CUSTOMER / Existing New Client

CLIENT Client Acquisition
PERSPECTIVE Retention

PROCESS
Win awards Excellent Adopt best Financial
PERSPECTIVE
for best Client practices Discipline
projects Servicing

PEOPLE One Team with a dream to be the biggest and the best
PERSPECTIVE event agency
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9. STRATEGY MAP – FABRICS COMPANY

The Below strategy map illustrates us how strategic objectives relate to cause-effect
compounds leading to the implementation of the strategy and shows how the
implementation to one perspective (the cause of) affects the achievement of the aim in the
next term of ABC Fabrics Pvt Ltd.

The proposed Strategic Map shows the long-term strategy of ABC Fabrics Pvt Ltd.. linked
with the daily decision-making process.

The Financial targets are to achieve cash-flow by increasing the ROI of capital and the
revenues. The staff is equipped with proper technical capital mindset and competencies
which is driving the proper actions with the required climate to achieve the long-term
business goals.

With the right climate in place we observe that the process is aligned with the short-term
goals of the organization to increase the customer base by improving the quality of the
service provided to the customer by retaining the loyalty base for the increase in revenue
and ROI to increase the profit of the Enterprise.

STRATEGY MAP
22
 23

10. STRATEGY MAP – HEALTH CARE COMPANY

‘XYZ Ltd”; a life science services organization working to cater heath care Industry.
Strategy map outlining the four areas – Financial, Customer, Process and People.
 24
Strategic Map

Financial Maximise Shareholder Value

Increased Volume of
Improved Cost & Profit business

Increased service New Business

lines Improved Resource opportunities
Utilization

Customer
Perceived by Customer as Achieve Pervasive
Having the Best Value Penetration

Cost Optimization Drive Brand Preference

Preferred Vendor
Partner Effectively with
Customer to fulfil runtime
Demand

Ensures Highest Quality

Customized Solution
Product

Process
Innovation & Automation Best Product Portfolio
Ahead of Competitors

Improved efficiency & Better business

Engagement Maturity Operation

People
Strengthen & Culture a
Foster of Accountability

Skill Enhancement Subject matter

expertise
Domain Expertise
Multi-skilled
12th – resources Process Rigor

Create a Strategy map outlining the four areas – Financial, Customer, Process and People.
 25

11 STRATEGY MAP – PRODUCT EXCELLENCE

Through the strategy map, the ABC company is trying to maximise and build long term
shareholder value. The objective to create one is to map a broad level strategy of the
organisation and see how all attributes link to each other to achieve the goal.

Taking HCL into consideration, the focus is all about sustaining a leadership position and
gaining market share in existing product or service offerings. It revolves around
strengthening the existing core, through forging expansion into new markets .
 26

12 STRATEGY MAP – PRODUCT SERVICE COMPANY

Strategy map outlining the four areas – Financial, Customer, Process and People for

The objective of this strategy map is to create value for the organization by connecting all
its strategic objectives in explicit cause and effect relationship with each other in the four
‘Balanced Scorecard’ objectives viz. Financial, Customer, Processes and Learning & Growth.
This in turn will help formulating the HR strategy in alignment of business.

The scope is primarily limited to the ‘Products & Solutions’ division of the company. The
division is growing exponentially, and the business is dynamic. It is crucial to drive HR
business partner strategy and initiatives to meet business objectives.

The Value Discipline of the business is ‘Product/ Service Leadership’ where it operates on
niche market offerings. Thus, it has to be creative, open minded to new ideas and quick in
commercializing them. However, Operational Excellence and Customer Intimacy also are
instrumental to achieve overall project effectiveness and efficiency.

Some key focus areas for the business are:

✓ Creativity
✓ Consistency – with quality and value to the customer
✓ Continuous improvement
 27

Strategy Map

Financial
Increase Sales volume in Increase profit margins New revenue sources
Perspective existing business (Profit Before Taxes %) throughdiversified streams

Increase margins by increasing realizable price Addition of high value services which offer high
from market & reduction in input cost price per resource

Customer
Perspective Drive Industry vertical Build stronger Make timely delivery
Be percieved as
focus by taking existing brand with and ensure effective
a brand with
success stories based on marketing CRM with existing
best value and
applications to other collaterals to get customers to sell
niche service
verticals with similar more leads from them additional
offerings
needs the market solutions

Process
Perspective Maximise Develop robust
process Ensure Quality Establish
effficiency by maximum management effective project
billability with management
minimum system and
project schedule better resource review process and
or individual planning& mechanism for improved TAT
effort slippages allocation better efficiency

Learning & Build Competency Management Human Capital & Performance &
growth Performance Enhance
& higher accountability + Cost capacity
driven culture employee skills
Perspective authority to employees Management Management
- HiPo programs - Competency mapping & gap - Regular in-house - Competency based
- Merit bonus and talent acquisition - Revised PA forms
identification trainings
transparent - Compensation - Self-defined
- Competency building - On job training
parity targets in the
performance - Revision of KRAs for key roles - Role based external
- Human capital begining of FY
incentive policy making it more measureable certifications
readiness
 28

13. STRATEGY MAP – PRODUCT SERVICE COMPANY

Create a Strategy map outlining the four business perspectives – Financial, Customer, Process and People.
The objective of Strategy Map is to show the linkages between the four business perspectives -People, Internal Process, and
Financial & Customer and how all these be strategically integrated to increase the topline – Revenue & Bottom-line – EBITDA.

Attributes of strategy maps show:

• Each objective as text appearing within a shape (usually an oval or rectangle)

• Relatively few objectives (typically less than 20)
• Objectives are arrayed across two or more horizontal bands on the strategy map, with each band representing a ‘perspective’
• Broad causal relationships between objectives shown with arrows that either join objectives together or placed in a way not
linked with specific objectives.
• Typically all the objectives would roll up to some of the other objectives and the overall vision and mission of the objective.
 29
Strategy Map

Financial
Maximise Return on New Revenue
Investment Sources

Manage Cost,
Profit & Capital Improved Assets
Efficiency Increase Volume
Utilization
of Sales

Customer
Presence across
Creating Brand
all Districts
recall & affiliation

Engage with Drive Brand

Continuously presence across
Stakeholders
Optimise Marketing segments
Channels

Process
Maximise Distribution Create Partnership
Efficiency & Effectiveness with Suppliers

Optimise
Procurement Ensures highest
service standards Best Product Portfolio
Efficiency &
Ahead of Competitors

People
Foster a Culture of Right People at
Accountability & Right Time
Care
Enhance Employee
Communication
Skills
& Work Ethics
 30

14. STRATEGY MAP – PRODUCT SERVICE COMPANY

The objective of the strategic map is to enhance profitability of the organization by providing high quality products and delivering
excellent services to our customer.

Scope of strategic map involves establishing an effective co-relation by building greater financial stability, customer delight,
strengthening internal process and effective knowledge management through skill enhancement.

• Strategy Map: During strategy execution map we integrated the tasks of different functions as we identified some gaps. The
strategy map helped us to link between people, process, customer and financial objectives for the purpose of collaborating
employees and concern stake holders to business strategy and act as business driver.
31
 32

15. STRATEGY MAP – FACTORIES

Strategy Map – the issues began to unfold right during the process of Strategy Map, it’s showed a lot of unnecessary connections
and a lot of lot of departmental relations were not in place and few did not exist. Nevertheless, designing the strategy map did
gave me a clear understanding of how people, process, financial and customer perspective are aligned, what are their dynamics
and outcomes.

STRATEGY Maximise Overall Organizational Value

MAP
Reduced Maximise
FINANCIAL Revenue Increased Operating Asset
PRESPECTIVE Growth Productivity Cost Utilization

Increase
CUSTOMER Win & Retain Nurture Reduce Cost Be A
Sales Value Pricing
PRESPECTIVE High Value Customer Per Preferred
Per Strategy
Customer Intemacy Customer Brand
Customer

Minimise
Ahead in Effective Maximise unplanned
INTERNAL Inter Highest
Competitors Operation & Order Shutdowns Employer of
BUSINESS Departmental Quality
in Customer Organisational Delivery & of Choice
Collaboration Grade
FOCUS Service Control Distribution Production
Lines

Create Right Mix of

LEARNING & Attract Skilled Ensure
HR Capital Information Positive Compensation
& retain Key Employee
GROWTH Competencies Capital Performance
Employees Engagement
& Career
PRESPECTIVE Driven Culture Progression
 33

16. STRATEGY MAP – CUSTOMER INTIMACY COMPANY

Organisation which main business Trading of goods & services as shown
Value Discipline: Customer Intimacy
 34

17. STRATEGY MAP – PHARMACEUTICAL COMPANY

Strategy map helped in understanding the four perspectives of BSC i.e. Financials, Consumer, Internal Perspective and Learning &
growth Perspective of the business. As a HR Partner, it is very important to understand the objective of the business in order
intervene at the required level “Continuous & Rigorous Development in the below mentioned areas.
 35

18 . TRAINING ACADEMY STRATEGY MAP

Training Academy Management has identified the Core HR Areas that they must focus on which are:-
▪ Training & Development of the Staff Members especially the Academic Staff
▪ Image branding through their Staff members.
▪ Recruitment Process
▪ Performance Management/Competency Mapping
▪ Succession Planning
 36

Continuous Upliftment and Revision of

Curriculum, Interesting and University
Accepted combination of subject choices

Financial Maximize Resources Increase Fee Collection

Revisit Expenditures

Customer Attractive Highest State of the Art Competitive Fee

Subject Result
Infrastructure Structure
Combinations Achievements

Innovation Customer Care Quality Marketing Infrastructure

Process
• Enhance • Ensure • Drive brand • Continuous
• Revisit &
Customer Highest preference Enhancement &
Revamp
Value Quality • Enhance improvement of
Curriculum
• Implement Education & Awareness Infrastructure
CRM Results about IB
Curriculum

Learning Culture Information

(People) Human Capital
and
• Appropriate • Efficient • Market Intelligence
• Customer-Driven Staff
Growth Competency Recruitment • Consumer Behavior
• Quality Consciousness
Framework • Manage Talent • Up-to-date
• Innovation and Creativity
• Extensive Learning & • Plan career & customer
Development Succession information/data
 36

19 . STRATEGY MAP - XYZ BANK

August 2015 marked a remarkable milestone, as group of investors led by the XYZ Group
successfully acquired an 89.3% stake in Egypt’s XYZ Bank.
Having already invested more than L.E. 2 Billion in purchasing XYZ Bank by injecting new
capital, Middle Earth Bank will continue to invest significant amounts in XYZ (Egypt) to
upgrade its technology, branches, products and most importantly, the skills and knowledge of
its employees.

One of the most important unique products presented by XYZ Bank is “My Global “, Now you
can transfer money to absolute free.

‘MyGlobal’ banking services yet shows another initiative that compliments XYZ Bank group’s
regional leadership to provide full integrated banking services and another proposition from
Middle Earth Bank (Egypt) to serve Egyptian expatriates living in the Gulf. ‘MyGlobal’ offers
comprehensive services for Egyptian expatriates as it caters to their financial needs in both
their country of residence and their homeland “Egypt” to reduce the cost and inconvenience
of their international banking requirements. This unique product provides streamlined
financial services tailored to the needs of expatriates and optimizing their banking value.

XYZ’s extensive network of branches in Bahrain, Egypt, Kuwait, Oman, Qatar, and the United
Kingdom, enables ‘My Global’ customers to benefit from vast range of streamlined banking
services, both locally and abroad. Customers can transfer their salary free of charge and enjoy
preferential foreign currency exchange rates within Middle Earth Bank subsidiaries along with
the preference to receive a single consolidated relationship statement covering all accounts.
‘MyGlobal’ also offers saving options (Fixed Time Deposits, Saving Accounts, and Saving
Certificates) to meet different banking needs as well as numerous Banking Facilities.
Customers can also avail greater ease and convenience through electronic access to internet-
based banking services such as e-statements, SMS banking, and online banking.

The Bank in Egypt operates 39 branches across the country. Bank customers can expect that
number to grow in the near future, as plans to execute an expansion strategy to serve the
needs of customers throughout the country.

So, the Top Management Shed light on the services that need to be activated across the
market through key HR and organizational development areas including recruitment,
relationship management skills, identify, attract and retain skilled employees in order to
support the Bank’s Strategic objectives.
 37
Strategy Map:
Perspective Perspective

Increase Shareholders Value

Financial

Leader in Banking Predictable Diversity Revenue

profitability
Industry Stream
Customer

Variety Custome Low fees & High New

of r Interest rate Customer Customer
on loans & satisfaction acquisition
Product Loyalty C.C
s

Operations
Customer Management Marketing Regulatory
Management
processes Processes Processes
Processes
Internal Perspective

- Improve
-Implement CRM. .-Developing the E- .-Proactively
Operational
P[p banking Service. Manage
Capabilities. -Enhance Customer Value.
ManagementProcess Regulations &
- Improve -Minimal Fees & Low
-Private Banking Dept. litigations.
Operational es interest rate on
Efficiency. C.Cards & Loans. -Proactively Identify
-Build life long relationship
- Provide Integrated & Manage risk.
-Design & Develop
Business proc. C -Follow CBE
- Succession Innovative products.
Regulations
Planning
- Develop
competency
framework
Learning
Human Capital Information Capital Organization Capital
&
- Quality Focused -Sap System. -Customer –Driven Staff.
Growth
Coworkers. C
-HRIS -Quality Conscious.
Perspectiv - Manage Talent.
e - Efficient Recruitment. -E-banking -Foster a culture of
- Succession Planning -Mobile Application loyalty & Commitment.
• ABC Ltd iscompetency
- Develop an Animation Company with it’ s presence in Bangalore. It
framework
has clients across the Globe. ABC Ltd was founded in 2010 by a group
 38

20 . STRATEGY MAP- PRODUCT DEVELOPMENT

COMPANY
• ABC Ltd is known for it’ s quality. They always stand unique due to their high-end
performance quality products. It was the main reason ABC Ltd was known for “Product
Development” in it’ s value discipline.

• ABC Ltd work on Test Projects and they always get the Projects due to the quality.

• The main objective of ABC Ltd is to retain it’ s customer, they always strive for Repeat
Customers, Deliver High end Products. They have always scored high rating on quality
by their clients. To ensure deliver quality products, they have created Processes Dailies
& Reviews to have an interaction with Creative Head and deliver High End Quality
Products.

• In the recent past due to the stress in the workload & to meet the deliveries, there were
instances wherein the quality of the Product gets compromises.

• There is a huge competition in the market for Manpower, Due to the financial
challenges in the Organization, HR is losing manpower to their competitors.

• HR Processes drive in getting the best talent in the Market, stringent hiring process
ensures that quality people are recruited in the Organization. To hone their skills,
Training & Development Programs are Organized & facilitates by Supervisors.
 40

21. STRATEGY MAP- OPERATIONAL PROCESS

COMPANY

The strategy map assumes a strategic objective of having “continuous Development of

Operational Processes”. The strategy map is based on:

Productivity: Benchmark productivity, measure & reward productivity & also raise
performance/productivity wherever required.

Effectiveness/Efficiency of Process: Identify the areas where improvement is required &

continuously work towards betterment.

Capital Gains: Focus on increased turnover & capital returns by increasing the market
share in Travel Industry.
 42

22. STRATEGY MAP- E- COMMERCE COMPANY

The strategy map for Buy.Com is sketched below which focuses on Increasing Market share and net
revenue by refining its existing operating processes and drive HR initiatives.

The strategy map for Buy.Com is as below:

 STRATEGY MAP- Buy.Com - Online Shopping Company

Increased Market Growth in

FINANCIAL
Share Revenue

Wide choice of Best in Class

CUSTOMER Quality Product Competitive Price
Product Line Service

Vendor Mgmt. Quality Assurance Customer support Pricing Startegy

INTERNAL
Product Design Web Designing
PROCESS

Logistics

Competencies Culture Capability

Product Design Trend Setting

Robust Recruitment
Knowledge Culture
Customer friendly Customer Driven
Rigorous Training
HR-L&D Skills Culture
Quality Oreiented
Market intellegence Talent Retention
Culture
Pricing Skills Innovative culture Team Dynamics
Vendor Mgmt. Skills
 44

23. STRATEGY MAP- RESORTS SERVICES

The strategy map assumes a strategic objective of having “Customer experience centric”
business plan and execution strategy.

Please see suggested strategy map for OPULENT Resorts in the next page.
 OPULENT RESORTS STRATEGY MAP
Establishing an unforgettable customer
experience and innovating using technology

Improve Cost Structure Expand revenue opportunities Enhance Customer

Financial Value

Targeted Customer Service Customised Unique Creating a reassuring

Customer Selection Quality Experience Locations Brand

Operations Customer Engagement Innovation Regulatory and Social Processes

• Invest in leading • Identify right customer segment (Doctors, families, • Innovation in Cuisine • Social Security for employees (PF/ESI)
technology foreigners, nature lovers, professionals) • Innovative experiences - • Work-life balance (living quarters for
(Microwave in • Customization of services/activities Cow milking/Village employees)
•
Process rooms and • Continuous customer engagement (weekly tour/Fishing/Coconut
•
Recycled processes-Water, paper
Renewable energy - Solar/Wind
Induction stove) newsletters/birthday wishes) plucking
• F&B menu based on • Social media promotion (Soft promotion of • Self-learning and Self- • Plastic free-eco friendly
local cuisines and location and uniqueness of resort) service experiences (eg. • Biogas plants with kitchen waste
produce • Create unforgettable customer experiences Cooking using twigs and • Ensuring safety thru availability of medical
• Travel Desk – Tie-up lens to create fire) resources in case of contingencies
with local service
providers and
training them on
customer
Recruitment
management Learning & Performance HR Practices
• Development Management
Learning • Selection of right resources
and through competency based • Training on basic English • Design incentives with • System for reducing employee
• customer feedback as grievances
Growth selection (eg emotional
•
Training on Hygiene
Developing Cross-functional the main criteria • Providing employees with
intelligence, innovation)
• Selecting resources with good teams • Employees with accommodation in the resort
local knowledge innovative ideas to be vicinity
• Multi-skilled employees rewarded
•
 46

24. STRATEGY MAP- PRODUCT LEADERSHIP

The main focus is on recruiting, developing and retaining talents.

Value Discipline: Customer Intimacy & Product Leadership

Tuition Fees - Students & Families Market Leaders

Financial Growth in Satisfaction & in the Education
Number of Retention Industry
Admissions

Customer Character Accredited Supportive & High Quality

Development Curricula, Skills Inclusive Student
(Leadership, Global and Knowledge Learning Experience
Citizenship…etc.) Environment

Management Differentiated Co-Curricular Facilities

Process Processes Teaching Management and
Activities &
(Strategies & Methods & Community Support Services
Planning) Curriculum Partnerships Excellence
Mastery

Culture Human Capital Information

Learning - Highly Engaged Teachers & - Specialized Recruitment - School ERP System
Staff
& Growth - Extensive Training & - Education
- Knowledgeable and Well Development Technology (smart
Trained Teachers boards, laptop
- Performance Management trolleys…etc.)
- Inspirational Leadership
- Employee Engagement
 47

25. STRATEGY MAP- OPERATIONAL EXCELLENCE

Opearational Excellence -
Deliver high quality to the

Growth Strategy Efficiency Strategy

Perspective

Market Leader Cost

Financial

iroviding usable Effectiveness Quality

Service to Global Customer Output
Markets Delight

Proactive
Perspective

Consistently
Customer

approach
exceeding client
expectation
Flexible innovative Long term
solutions customers

Operations Customer Mgmt Innovative

Regulatory &
Internal Process

Mgmt Process
Social Process
Perspective

*Build Life long

*Timely Delivery relationships *Grow
Paperless Office
Enterprise
*Identifying right *Provide
Solutions *Statutory
source of data integrated
Complaince
BUsiness process Create tools for
accuracy
*Customer
delivery of
HR Perspective

Accountability Industry Solution Mindset

Learning and

Expertise
Industry Decision Making
Eye to
Growth

Computer Savy Communication

Innovative

Knowledge Management Identify, Attract and Retain

Talent
 48

26. PRODUCT LEADERSHIP STRATEGY MAP

This business domain focuses on offering leading-edge product to customers. The

organization has put in lots of efforts in Research and Development activities to
develop product which offers edge over competitive products and provide added
value to customers which customers cannot get from competitors in market. The
organization is attempting to enter the blue ocean market with innovative products
using blue ocean strategy. The organization is determined to face future challenges
by thorough research, predictive analysis and by keeping close eye on competitor
moves consistently.
The employees are creative and open minded to new ideas and are quick to test
the viability and commercializing them. They put consistent efforts in identifying
trends and future challenges to act well in advance in terms of product so as to
have a competitive advantage.
 49
Strategy Map

Increase shareholder value by Becoming no. 1 product in the

present category across India in next 2 financial years and make
competition irrelevant with continuous innovation

Productivity Strategy Revenue Growth Strategy

Diversify revenue streams

Becoming cost Optimum asset Enhanced
Financial with product range and
efficient utilisation customer value
Perspective across geographies

Customer Value Proposition

Best Attractive & Easy accessibility Availability of Giving facility to Enhanced

Customer
quality affordable at each mega variants to give customers for brand
Perspective
in market prices market in country consumer loyalty points image
choice and feedback

Product Attributes Relationship Image

Innovation Operations management Customer management Process

Processes processes 24*7 Customer Lifelong
feedback dept. database and
Profound R&D Six- Sigma Incorporation
running 365 days services to
dept. to maintain processes and of Kaizen for
& providing customers
Process/ quality, USP* and ISO standards continuous
Internal
Customer Relationship
valuable services processes
image incorporation product
for loyalty points
Perspective improvement Build lifelong Regular check &
customer incorporation of valuable
Dealers & Vendor management processes Processes for enhanced
relationships customer image
feedback
Have win-win dealer Have win-win vendor Up-skilled marketing dept &
partnerships, loyalty points partnerships with optimum Tie-up with leading advertising
and quality relationships time and cost benefits to agency to maintain brand
with dealers vendors image

Human Capital Performance

Organization Capital Human Capital
Readiness Focus Information Capital
C Have culture of Kaizen- C C Latest technology
Developing a competency framework
“Continuous (Hardware &
Improvement” software) support
Learning and for manufacturing &
Growth Alignment of every information
Perspective employee towards processes
organisation’s vision,
*USP- Unique
missionselling proposition, **C&B- Compensation & Benefits
and culture
 50

27. SOFTWARE INDUSTRY STRATEGY MAP

The strategy map assumes a strategic objective of having “continuous
Development of Creative, Innovative and Relevant Products”.

Please see suggested strategy map for Perfect Web Solutions Company on
next page.
 Continuous Development of Creative,
Innovative and Relevant Products

Financial Improve Cost Structure Maximize Value and Profitability Increase Volume

Customer Attractive user Friendly High Customer Quality Products Reasonable Prices
Solutions Satisfaction after
installation

Process Innovation Customer Care Quality Marketing Retailer Vendors

• Design and • Enhance • Ensure • Drive brand • Create • Maximize

develop customer highest preference win/win procurement
innovative value quality in • Enhance partnerships efficiency
products • Implement accurance Product
CRM Portfolio

Learning Culture (People) Human Capital Information

and
Growth • Customer-Driven Staff • Appropriate • Efficient • Market Intelligence
• Quality Conscious Competency Recruitment • Consumer Behavior
• Innovation and Creativity Framework • Manage Talent • Up-to-date
• Extensive Learning & • Plan career & customer
Development Succession information/data
 52

28. CUSTOMER VALUE PROPOSITION STRATEGY MAP

 53

29.CUSTOMER LEADERSHIP STRATEGY MAP

A strategy map is an established way of mapping out the strategy of a company in a visual way,
The approach was invented by Robert S Kaplan, and is well described in the example above - a
strategy map of Volvo Dealership - is taken. A strategy map can be linked to Balanced Scorecard,
and can be used to explain why a company is choosing the initiatives that it has.

The standard vision, and works down, via elements of the strategy (in the example shown, growth
and efficiency), then looks at the financial, customer, process and learning elements or objectives
that support it.
 54

30. STRATEGY MAP FOR CONSULTING FIRM

 55

31. CUSTOMER INTIMACY OR COMPLETE

CUSTOMER SOLUTIONSSTRATEGY MAP
 56

32. MANUFACTURING COMPANY STRATEGY MAP

 57

33. OPERATIONAL EXCELLENCE STRATEGY MAP

 58

34. CUSTOMER VALUE PROPOSITION STRATEGY MAP

Strategy Maps reveal the cause-and-effect linkages needed to transform intangible
assets into tangible financial outcomes. Strategy Maps provides the solution to the
problems in the organisation.
 59

35. HEALTH CARE INDUSTRY STRATEGY MAP

Providing Quality Health care, Health Education and Public Health
Services that will enable our community to become healthier.
 60

36. WORKFORCE IMPROVEMENT STRATEGY MAP

 61

37. HUMAN RESOURCES SERVICES STRATEGY MAP

 62

38. FINANCIAL SUPPLY CHAIN STRATEGY MAP

SUPPLY CHAIN STRATEGY

 63

39. PRODUCT LEADERSHIP STRATEGY MAP

Strategy maps help you to ensure your strategy will be more successful, because they help you to capture,
communicate and manage your strategy better.
 64

40. EDUCATIONAL INSTITUTION STRATEGY MAP

 65

41. TELE COMMUNICATION COMPANY STRATEGY MAP

 66

42. PUBLIC SERVICES SECTOR STRATEGY MAP

 67

43. CUSTOMER LEADERSHIP STRATEGY MAP

Thank you