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Strategy Mapping for Learning Organizations
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Table of Contents

Contents: Foreword, David P. Norton; Preface; Part I Strategy and Strategy Management: The benefits and principles of strategy mapping; Managing strategy: a context of governance, strategy and learning; Capturing strategy and change in strategy maps. Part II The Organization's Context: Exploring the organization's context and value chain; Future thinking, your strategy and the tangible future. Part III Overall Design: Strategic themes; Designing the cascade of strategy maps. Part IV Detailed Design: The questions to ask when developing your strategy map; Objectives before measures. Part V Detailing the Perspectives: The customer perspective and customer objectives; The financial perspective and financial objectives; The environmental and social impact perspective; The process perspective and process objectives; The learning and growth perspective and objectives; The organizational values perspective; The external perspective. Part VI Alignment: Aligning programmes, projects and investments in change; Aligning budgets and the budgeting process in a learning organization; Representing and managing risk in strategy maps and balanced scorecards. Part VII Communication and Use: Telling the story of your strategy; Managing with your strategy map and revising your strategy map; Bibliography; Index.

About the Author

Phil Jones has helped organizations improve how they manage strategy and performance in the UK, Europe, US and Far East, including organizations in sectors as diverse as Banking, Charities, Manufacturing, Local Government, Utilities, Social Care, Retail, Health, Defence and Professional Services. They have ranged from start-ups to multi-national listed organizations. Phil is a consultant, author and speaker on strategy, performance and behaviour in organisations. He worked for Norton & Kaplan (authors of the original balanced scorecard books) for over four years and now runs his own research based consultancy, Excitant Ltd.

Reviews

'...the work of Phil Jones makes a unique contribution to the field of performance management. Using the BSC/Strategy methodologies as his point of departure, Phil describes their use in practice from the perspective of a facilitator. He asks the simple question, 'What happened here?' Why did an executive team come to the conclusion that they did not agree upon the strategy? Why did it happen in this meeting instead of the hundreds of other meetings where these people worked together? They used a Strategy Map. How did this influence the 'quality of conversation'? This book is a 'drivers manual' for anyone who is implementing a Balanced Scorecard performance management system. Whether you drive on the left or the right it is required reading.' David Norton, co-author of The Balanced Scorecard

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