Strategy maps, a la the Balanced Scorecard, are the most commonly used visual representation of strategy on a single page. But are they the only way to visualise a strategy?
The power of strategy maps lies in their succinct and visual presentation of strategic objectives, in a way that highlights the cause-effect relationships among those objectives.
It’s a brilliant thing, to be able to see the big picture of your organisation’s strategy in one view, on a single page.
In PuMP, we use a Results Map to do this.
[You can get a pdf of this here.]
There are almost always four zones in a Results Map:
These zones are arranged in a way that you can see how strategy cascades outwards from the centre, and how people can see alignment from their work through to the organisation’s purpose.
There is no place for actions on a Results Map. If you try to measure things like ‘train staff in negotiation’, you’ll just end up with a silly and trivial measure like ‘number of staff trained’.
And there is no place for weasel words on a Results Map. If you try to measure something like ‘enhance innovation’, you’ll end up with a uninformative measure like ‘number of new ideas generated’. Bleh.
Each bubble on a Results Map contains a unique performance result that is expressed as though it were a fact, like these:
Wording performance results this way makes it easier to visualise the state we want to reach, and that makes it easier to find meaningful measures.
There are three relationship types on a Results Map:
Strategy is often not linear, and the Results Map allows you to tell the story of strategy more flexibly.
The Results Map is the technique we use at Step 2 of the PuMP Blueprint methodology to make a set of objectives or goals measurable. There’s no point trying to measure a strategy that ain’t measurable!
When the measures for each performance result are designed, you can put them right on the Results Map to complete the story of the strategy.
Or, if you’re not in Australia, ’Where’s Waldo?’
One of my first Results Mapping clients nicknamed it the Where’s Wally Diagram. That was for two reasons.
Firstly, it was because the Results Map is, admittedly, quite a busy diagram on first glance. Not quite as bad as looking at a Where’s Wally cartoon, though! And you can successfully explain it in just a couple of minutes, anyway.
Secondly, and mainly, it was because once Wally was found in the map, Wally knew where he fit in the organisation. Wally had a line of site from his work results through to the organisation’s priorities and purpose. That’s pretty neat.
What’s your reaction to the PuMP Results Map? Share your suggestions on the blog.