S P OT LI G H T
� INTERNAL PROCESS PERSPECTIVE
Now think about what you will do internally to
fulfill your customer-related objectives. Create
internal objectives while considering aspects
like production efficiencies, retention, satisfac-
tion, and product innovation.
� LEARNING AND GROWTH PERSPECTIVE
What competencies and resources (in terms of
resources, space, and technology) will you need
in order to fulfill your internal process objec-
tives? Align intangibles, like corporate culture
and public image, with tangible resources, like
equipment and workforce.
CONNECT THE DOTS. Work from the
bottom of your strategy map to show the
incremental cause-and-effect connections
between each perspective. Which objective
under learning and growth will help you fulfill an
internal process objective? How will that objective, in
turn, inform one or more of your customer-related objec-
tives? Working upward, use arrows, boxes, or other illustra-
tions that make sense to your organization to convey the
relationship between all the objectives until you reach the
top of your map: your overarching goal.
Bridge the gap between planning
and execution with strategy mapping
and scorecards.
Ensure your strategy map checks all these boxes:
Shows all information on one page
Covers no more than 20 objectives
Takes into account the intangible parts of your business,
such as corporate culture and public image
Sets actionable and measurable goals
Incorporates a scorecard that measures and reports on
every objective
Illustrates the connections between objectives using
design elements
KNOW YOUR OBJECTIVES
CUSTOMER
PERSPECTIVE
A
FINANCIAL
PERSPECTIVE
EX: gain a 70% market
share; increase sales
to $1.5 million
O
FF
ERING
Every map is unique to the business it represents, and your
map will continuously evolve to meet the changing needs of
your organization. No matter how you choose to design it or
which objectives you include, the strategy map is a powerful
tool for planning, explaining, and measuring how your
business will advance from its current position to a more
desirable one closer to the goal line.
Contact a Relationship Manager at (855) 876-8940 to
explore how Sterling National Bank can assist you in
meeting your strategic objectives.
OPER
EX: decrease
customer
acquisition costs;
create upselling
opportunities
INCORPORATE A SCORECARD. Each objective
should have a corresponding measure of success, and your
method of measure should directly reflect the result you
are working to achieve. For example, determine whether it
makes more sense for sales numbers to be taken from orders
or from receivables. Will these numbers be pulled directly
from your financials? How often and by whom?
CHECK YOURSELF!
R E L TI O N
A
INTERNAL PROCESS
PERSPECTIVE
LEARNING AND
GROWTH
PERSPECTIVE
EX: decrease coding
errors; increase the
speed of order fulfillment
EX: increase
or restructure
workforce; invest
in software or
equiptment
95% OF A TYPICAL WORKFORCE
does not understand its organization’s strategy.
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