Resource: Strategy Maps section on page 353 in Ch. 10 of Organizational Change (Attached)The assumption underlying strategy maps in for-profit organizations is that financial outcomes are the end goals that they are striving for and that other objectives within the change program should be aligned to produce and support those desired outcomes. If particular activities and the objectives don’t support the changes, they should be seriously questioned and either dropped or reduced in importance.Consider a change initiative that you know is currently being researched for adoption, or that you want to have considered for adoption, by an organization with which you are familiar.Answer the following:If the vision for change is achieved, how will it look from the perspective of the financial results achieved?To accomplish these financial outcomes, what initiatives have to be undertaken from a customer perspective to deliver on the value proposition in ways that generate the desired financial results?To accomplish these customer and/or financial outcome efficiencies, what changes must be made from an internal business process perspective?To attain the internal process goals and objectives, what must be undertaken from a learning and growth perspective to increase the organization’s capacity to do what is needed?Write a 700- to 1,050-word research paper in the third person voice in which you address the four questions above. Identify the change initiative clearly.Design a strategy map to illustrate your analysis using Figure 10.3 “Generic Strategy” and Figure 10.4 “Strategy Map for Control Production Systems” as examples from Chapter 10 inOrganizational Change. (Examples Attached)Include the map in your assignment and explain its components.Use organizational change terminology consistent with what is used in your text.Include at least two other peer reviewed sources other than the Organizational Change text to demonstrate research on the design, purpose, and responses to the questions of your strategy map analysis.Format your Strategy Map Analysis assignment consistent with APA guidelines.NO PLAGIARISM
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Strategy Maps
Once change leaders have framed their vision and strategy for the change, they can develop a
visual representation of the end state and the action paths that will get them there. The tool was
developed by Robert Kaplan and David Norton and is called a strategy map.27 As can be seen
from Figure 10.3, financial outcomes are driven by customer results. These customer results
come from the performance of internal systems and processes, which in turn rest on the
organization’s resources (human, informational, and capital).28
Once the change vision and strategy are defined, Kaplan and Norton recommend starting with
financial goals and objectives and then setting out the objectives, initiatives, and paths needed to
generate those outcomes. The financial perspective drives the goals and objectives.
If the vision for change is achieved, how will it look from the perspective of the financial
results achieved?
To accomplish these financial outcomes, what initiatives have to be undertaken from a
customer perspective to deliver on the value proposition in ways that generate the desired
financial results?
To accomplish these customer outcomes and/or contributions directly to the financial
outcomes through efficiencies, what changes must be tackled from an internal business
process perspective?
Finally, to attain the internal process goals and objectives, what must be undertaken from
a learning and growth perspective to increase the organization’s capacity to do what is
needed with the internal processes and customers?
The learning and growth perspective embodies people, information, and organizational capital
(e.g., culture, intellectual property, leadership, internal alignment, and teamwork). For not-forprofit organizations, many recommend placing the customer perspective at the top of the model
(some have relabeled it as the stakeholder perspective), since this is the reason for the
organization’s existence. Some place the financial perspective parallel with the customer or
stakeholder perspective, while others place it below learning and growth or elsewhere. Others
have added levels or changed labels on the strategy map. However, the goal remains the same:
develop a coherent picture that aligns your change strategy with the organization’s purpose so it
generates the desired outcomes. It is all about translating the change vision into action,
communicating with key constituents, integrating and aligning the specific action plans,
implementing, and learning and refining as you go.
The assumption underlying strategy maps in for-profit organizations is that financial outcomes
are the end goals that they are striving for and that other objectives within the change program
should be aligned to produce and support those desired outcomes. If particular activities and the
objectives don’t support the changes, they should be seriously questioned and either dropped or
reduced in importance. Each of the change initiatives identified by the strategy map will need to
be managed as to goals and objectives, success measures, timelines, resource requirements, and
an action plan. These, in turn, need to be integrated with the other change initiatives that are
embodied in the strategy map.
When properly deployed, strategy maps provide change leaders with a powerful organizing and
communication tool.29 This visualization helps people understand what is being proposed and
why. It clarifies why certain actions are important and how they contribute to other outcomes
that are critical to achieving the end goals of the change (i.e., cause–effect relationships). It helps
people focus and align their efforts and appropriately measure and report progress. It can assist
change leaders to identify gaps in their logic, including missing objectives and measures. When
Mobil used strategy maps, it helped them to identify gaps in the plans that had been developed
for one of their business units. Objectives and metrics were missing for dealers—a critical
component for a strategy map focused on selling more gasoline.30
To give you a concrete example of how a strategy map can be used to help, one is set out
in Figure 10.4. It shows the vision and mission for Control Production Systems, Inc. (discussed
earlier in this chapter). Then it shows the specific measures used in each category.
Figure 10.3 Generic Strategy
Figure 10.4 Strategy Map for Control Production Systems
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