Strategy Map
Updated 2026-07-31
INTRODUCTION
English translation pending.
CORE DEFINITION
Developed by Robert Kaplan and David Norton, the strategy map renders the balanced scorecard as a chain of cause and effect across four perspectives: learning and growth, internal process, customer, and financial. Reading upward, investments in people, systems, and culture improve processes, which improve customer outcomes, which produce financial results. The map makes explicit which measures are leading drivers and which are lagging results.
SCAFFOLDING EFFECT
Reduce cognitive load
- Causal display: draw the if-then chain instead of listing four perspectives side by side. - Leading indicator focus: manage the capability and process measures that move financial results later. - Assumption testing: check each arrow against data to see whether the chain holds.
Anchor fast decisions
Financial results are lagging outcomes that cannot be managed directly. Tracing backward from financial targets to the customer value proposition, the processes that deliver it, and the capabilities those processes require gives managers levers that act earlier. The arrows make strategic assumptions testable, so a broken link shows up as a failed prediction instead of a surprise.
MINIMUM ACTION
In progress 0/5Practice this model in one real situation:
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Source support: Explicit
- zh.wikipedia.orghttps://zh.wikipedia.org/wiki/%E7%AD%96%E7%95%A5%E5%9C%B0%E5%9C%96verified
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