Day 1: Building Strategy Map Logic

Defining Strategic Themes

• Group objectives around connected value issues
• Distinguish themes from departments or projects
• Define boundaries and logic per theme
• Formulate themes for an enterprise plan

Formulating Objectives on the Map

• Use concise result-oriented language
• Avoid repeating ideas in different wording
• Position objective by its causal role
• Improve an overcrowded objective map

Mapping Causal Relationships

• Connect drivers to results through logic
• Expose unsupported leaps in causal chain
• Distinguish direct relationships from shared influence
• Build causal chain for selected theme

Day 2: Connecting the Map with Enterprise Execution

Initiatives at Strategic Leverage Points

• Identify objectives requiring transformational intervention
• Select initiatives addressing sensitive map points
• Avoid including routine projects without need
• Review initiative portfolio against the map

Cascading to Units

• Define unit's contribution to enterprise objectives
• Adapt language to unit influence scope
• Manage shared results across multiple units
• Design contribution map for one department

Ownership and Dependencies

• Assign owners to results, not measures
• Identify support units required for success
• Map dependencies across objectives and initiatives
• Create ownership matrix for strategy map

Day 3: Execution Model and Strategy Map Laboratory

Execution and Review Cadence

• Separate operational from strategic review meetings
• Choose information required per review type
• Set decision points when execution deviates
• Build execution calendar around the map

Enabling Strategy Learning

• Review relationship validity, not indicator colors
• Update assumptions when the environment changes
• Document reasons for objective/initiative changes
• Conduct a concise strategy learning session

Integrated Map Laboratory

• Present themes objectives and causal logic
• Test map under a pressure scenario
• Revise relationships when contradictions emerge
• Approve execution model linked with map

• Mapping workshops beginning with explicit strategic choices
• Peer reviews challenging the map's causal logic
• Cascading and ownership exercises across interdependent units
• Laboratory linking the map with execution cadence