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Book chapter
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Reference no. 1586BC
Chapter from: "Strategy Maps: Converting Intangible Assets into Tangible Outcomes"
Published by: Harvard Business Publishing
Published in: 2006

Abstract

The strategy map by itself is simply a static representation of strategy, identifying the outcomes and the drivers of value creation. Describes how adding three ingredients (quantity, define the time line, and select initiatives) transforms the strategy map into a dynamic management tool to guide the selection of strategic initiatives and programs for driving performance breakthroughs. This chapter is excerpted from ‘Strategy Maps: Converting Intangible Assets into Tangible Outcomes'.

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Abstract

The strategy map by itself is simply a static representation of strategy, identifying the outcomes and the drivers of value creation. Describes how adding three ingredients (quantity, define the time line, and select initiatives) transforms the strategy map into a dynamic management tool to guide the selection of strategic initiatives and programs for driving performance breakthroughs. This chapter is excerpted from ‘Strategy Maps: Converting Intangible Assets into Tangible Outcomes'.

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