Strategy Mapping for Learning Organizations: Building Agility into Your Balanced Scorecard

Many performance management approaches and 'scorecards' remain operational rather providing usable information, or addressing, communicating and driving the strategy. This book explains how to redress the balance, so directors and managers can ensure they get their organization focused on results.The underlying causes are often in the beliefs, thinking and behaviours associated with strategy and performance. When used to focus on the future you want and drivers of change, managers and organisations are far more effective.This book fills a gap in the market. It explicitly addresses the behavioural aspects of making the Balanced Scorecard and Strategy Maps part of an effective strategic management approach that helps managers to delivery their strategy. It concentrates on 'how to think' about your performance management and Balanced Scorecard, as well as 'what to do'.

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