Already a member?
Sign in
Strategy Mapping
The Strategy Mapping process generates an initial plan in less than two hours and is an ongoing process that is dynamic and metric-centric. It provides an organization-led process that is simple and fun to do, and requires minimal consulting help to learn, test, integrate and adjust. The plan creates a visual graph that makes an organization’s strategy clear to anyone. Finally organizations have a process that makes strategic planning not only worthwhile, but also indispensable. This process creates a strategy based on an integrative process, instead of a simple list of un-integrated goals and objectives based on the number of votes it received in the boardroom.
This process rejects the sacred cow argument, “if we had more money we could do more." It is this mindset that keeps organizations focused on activities instead of strategies.
What is meant by this? Research shows that organizations do activities, and on the surface most activities seem to add value to the mission. For instance, if we believe that the activity of tutoring helps young people, then we believe if we had more money we could do more tutoring -- and more kids would be helped.
There are a number of problems with this line of thinking. First, many, if not most tutoring programs have trouble getting enough youth to participate. If that’s not a problem, there is little indication that the activity of tutoring helped the youth. However, some tutoring programs do show that the tutoring caused marked improvement. On the flip side, there are youth programs without tutoring that show improved academic achievement. Why the difference? We have this discrepancy due to the absence of strategy by some and not others.
The model of focusing on high impact strategy work requires a complete paradigm shift. This shift is the “Asset Allocation” mindset. Research suggests that most great leaders have this mindset. This mindset believes all the resources we need are already in the system. It is a matter of doing a more effective job of allocating these resources in a focused manner that leverages “disproportionate influencing” factors. By focusing internal and external organizational momentum around these factors, organizations create results that exceed comparable organizations.
The asset allocation mindset is the quintessential paradox. By focusing on the most effective use of resources, it creates value for employees, clients, donors and volunteers at such a higher rate that it begins to attract additional capital without even asking for it.
Come to a New Nonprofit Rules conference and learn how to do strategy mapping. Click here to try this tool now in beta. The idea of mapping comes from the book Blue Ocean Strategy.
curtispbrown |
Latest page update: made by curtispbrown
, May 25 2007, 12:36 AM EDT
(about this update
About This Update
Edited by curtispbrown
view changes - complete history) |
|
Keyword tags:
Asset Allocation
disproportionate factors
Factors
Strategy
strategy canvas
More Info: links to this page
|
| Started By | Thread Subject | Replies | Last Post | |
|---|---|---|---|---|
| Anonymous | Strategy Maps and Value Curves | 0 | Jun 13 2007, 7:08 AM EDT by Anonymous | |
|
|
Thread started: Jun 13 2007, 7:08 AM EDT
Watch
This is not strategy map, this is a value curve.
The value curve tells you, how you will look different to your target-customers; The strategy map tells you, how you will build an interlinked net of competencies that will allow you to produce the desired differences |
|||
