Strategy maps were created to help perform strategy by linking them according to perceived cause-and-effect and bring predictive qualities to key performance indicators, relationships. Nevertheless, in our experience strategy maps are often extrapolations of past performance and are rarely sufficiently linked to possible future states. In this post, we argue that scenario analysis could play an important part in the design of strategy maps, as it's an effective procedure to take a look at the future.
Through the development of scenarios, organizations can think creatively about potential discontinuous future states and can prepare themselves for multiple credible futures, not only the one they expect to occur. Consequently, scenario-based strategy maps could empower tactical doubt to be faced by organizations in a more efficient means and make them more sustainable in the longer term. This post emphasizes the strengths and weaknesses of strategy maps and scenario analysis, and summarizes a process to develop scenario-based strategy by presenting an important example both in theory and maps.
Scenario-Based Strategy Maps case study solution
PUBLICATION DATE: July 15, 2010 PRODUCT #: BH391-PDF-ENG
This is just an excerpt. This case is about STRATEGY about STRATEGY & EXECUTION
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