A strategy map also provides the structure for meetings where managers can quickly see which aspects of their strategy are succeeding and where they are falling short. The causal relationships enable managers to test whether the theory of their strategy is valid.
Q: Does it matter what size a company is before it can consider creating a strategy map? At a company, who ideally should be the steward of the strategy map? And, how often can or should the map evolve at a single organization?
A: We have seen strategy maps work extremely effectively in organizations with as few as twenty-five employees, as described in the Boston Lyric Opera case in our new book. And it clearly helps to align the multiple business units and the thousands and tens of thousands of employees in large organizations, as we see in the Thompson Corporation, the U.S. Army, and Ingersoll Rand examples in the book.
Most organizations identify a single person to be the steward or organizer of the strategy map. This person ensures that data are continually fed into the map and Balanced Scorecard to keep them refreshed, organizes the monthly