Strategy mapping is a simple framework for visualizing a strategy and it works for Agile adoption as well. My session showed participants how to map cause-and-effect relationships between process, practices, and skills to customer and financial objectives using a strategy map.
1. Dave Neuman
Strategy Mapping:
Clear path to a successful Agile strategy
Twitter: @daveneuman
LinkedIn: https://www.linkedin.com/in/daveneuman
2. Why are we
implementing agility?
My boss said
The execs said
My PMO said
we could
I want to
We want to
We need to
Speed to market
Let’s try it
It’s faster
It’s better
Higher quality More trust
More productive
3. BUT
What’s in it for me?
And them?
And us?
AND
What’s it going to take?
8. A strategy map is a general
representation of a strategy that
visualizes cause-and-effect
relationships of actions and
desired outcomes.
Robert Kaplan and David Norton (2004) Strategy Maps: Converting Intangible Assets to Tangible Outcomes
10. Kaplan & Norton Strategy Map Template
Financial
Perspective
Long-term
Shareholder Value
Productivity Growth
Customer
Perspective
Relationship
Product / Service
Attributes
Image
Internal
Perspective
Customer
Management
Operations
Management
Innovation
Regulatory /
Social
Learning
& Growth
Perspective
Information
Capital
Human
Capital
Organization
Capital
Skills
Training
Knowledge
Systems
Databases
Networks
Culture
Leadership
Alignment
Teamwork
11. Kaplan & Norton Strategy Map Template
Robert Kaplan and David Norton (2004) Strategy Maps: Converting Intangible Assets to Tangible Outcomes
Skills Training Knowledge
Systems Databases Networks
12. Strategy Map Example – IT Organization Level
FutureOrientation
Perspective
OperationalExcellence
Perspective
Customer/EndUser
Perspective
ITValue
Perspective
MIC-MAIC IT 2012 Strategy Map
“Our mission in Specialty IT is to enable Markel to grow and sustain its specialty insurance market leadership through effective development, delivery, and operation of
technology platforms and services that meet the needs of customers and partners today and provide innovative opportunities for Markel in the future.”
Sustained shareholder value
Manage unit cost of
information
technology
Maximize business
unit value creation
Provide innovative
opportunities
Attract and
retain skilled
people
Focus on career
development
Acquire skills in
enabling
technologies &
practices
Build strong
leaders
Build process
discipline
Build a high
performance
culture
Promote a
culture of
learning &
innovation
Manage IT as
a business
Realize
economies
of scale
Manage
service quality
Standardize
platforms &
architectures
Effectively
support end
users
Optimize IT
internal
processes
Improve
business
productivity
Understand
business
unit
strategies
Understand
emerging
technologies
Propose
enabling
solutions
Manage risk
w/ effective
controls
Drive
innovation
Deliver on
time and as
committed
Partner with
others
Deliver quality
solutions
Demonstrate a
competitive cost
model
Deliver quality
service
Achieve business
unit strategies
Do the right thing
at the right time
Competency Credibility Contribution
Focus for
this year
13. I see strategy mapping working at
the organizational level,
but how does it apply to agility?
14. Again, why are we
implementing agility?
What value are we generating
for shareholders, customers,
and employees?
What knowledge and practices
do we need to have?
16. Now its YOUR turn :)
Let’s map an
Agile Adoption Strategy
17. 1. Prepare map template & grab supplies
2. Identify financial objectives
3. Identify customer value propositions that drive
financial objectives
4. Identify internal processes (practices) needed
to deliver customer value propositions
5. Identify the knowledge, skills, and
organizational elements needed to execute the
internal processes
Strategy Mapping Process
22. Strategy Map – Strategic Action Planning
FutureOrientation
Perspective
OperationalExcellence
Perspective
Customer/EndUser
Perspective
ITValue
Perspective
MIC-MAIC IT 2012 Strategy Map
“Our mission in Specialty IT is to enable Markel to grow and sustain its specialty insurance market leadership through effective development, delivery, and operation of
technology platforms and services that meet the needs of customers and partners today and provide innovative opportunities for Markel in the future.”
Sustained shareholder value
Manage unit cost of
information
technology
Maximize business
unit value creation
Provide innovative
opportunities
Attract and
retain skilled
people
Focus on career
development
Acquire skills in
enabling
technologies &
practices
Build strong
leaders
Build process
discipline
Build a high
performance
culture
Promote a
culture of
learning &
innovation
Manage IT as
a business
Realize
economies
of scale
Manage
service quality
Standardize
platforms &
architectures
Effectively
support end
users
Optimize IT
internal
processes
Improve
business
productivity
Understand
business
unit
strategies
Understand
emerging
technologies
Propose
enabling
solutions
Manage risk
w/ effective
controls
Drive
innovation
Deliver on
time and as
committed
Partner with
others
Deliver quality
solutions
Demonstrate a
competitive cost
model
Deliver quality
service
Achieve business
unit strategies
Do the right thing
at the right time
Competency Credibility Contribution
Focus for
this year
Incorporate actions into annual
strategic plans (e.g. IT, biz, etc.)
23. Strategy Map – Micro Level Assessment
Leading & Lagging indicators
for all factors in the map
25. Strategy Mapping Summary
• Developed by Kaplan and Norton after the Balanced Scorecard
to tie actions with outcomes being measured
• Simple model incorporates four perspectives: financial,
customer, internal processes, and learning & growth
• Visualizes cause-and-effect relationships between actions and
outcomes
• Applies at organizational (macro) levels and with sub-
strategies (micro)
• Enhances communication, education, assessment, action
planning and coaching