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Scenario-based strategy maps
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Buytendijk, Frank, Hatch, Toby and Micheli, Pietro (2010) Scenario-based strategy maps. Business Horizons, Volume 53 (Number 4). pp. 335-347. doi:10.1016/j.bushor.2010.02.002 ISSN 0007-6813.
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Official URL: http://dx.doi.org/10.1016/j.bushor.2010.02.002
Abstract
Strategy maps are designed to help execute strategy and bring predictive qualities to key performance indicators by linking them according to perceived cause-and-effect relationships. However, in our experience strategy maps are often extrapolations of past performance and are seldom sufficiently linked to possible future states. In this article, we argue that scenario analysis could play an important role in the design of strategy maps, as it is an effective method to look at the future. Through the development of scenarios, organizations can think creatively about possible discontinuous future states and can prepare themselves for multiple plausible futures, not only the one they expect to happen. Therefore, scenario-based strategy maps could enable organizations to face strategic uncertainty in a more effective way and make them more sustainable in the longer term. This article highlights the strengths and weaknesses of strategy maps and scenario analysis, and outlines a method to develop scenario-based strategy maps both in theory and by presenting a significant example.
Item Type: | Journal Article | ||||
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Divisions: | Faculty of Social Sciences > Warwick Business School | ||||
Journal or Publication Title: | Business Horizons | ||||
Publisher: | Elsevier Inc. | ||||
ISSN: | 0007-6813 | ||||
Official Date: | July 2010 | ||||
Dates: |
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Volume: | Volume 53 | ||||
Number: | Number 4 | ||||
Page Range: | pp. 335-347 | ||||
DOI: | 10.1016/j.bushor.2010.02.002 | ||||
Status: | Peer Reviewed | ||||
Publication Status: | Published | ||||
Access rights to Published version: | Restricted or Subscription Access |
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