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It describes the importance of an expert external facilitator working closely with the senior management team to establish only the‘critical few’objectives that represent the critical factors of future success. Finally, it discusses the emerging use of strategic themes and why ownership must be assigned to each theme and objective.  \nVersion: 28 Jan 2011  \nBernard Marr is the Chief Executive and Director of Research at the Advanced Performance Institute.  \nE-mail: [bernard.marr@ap-institute.com](bernard.marr@ap-institute.com)  \nThe Advanced Performance Institute (API) is a world-leading independent research and advisory organisation specialising in organisational performance. It provides expert knowledge, research, consulting and training to performance orientated companies, governments and not-for-profit organisations across the globe. For more reading material or information on how the API might be able to help your organisation please [visit:](visit: www.ap-institute.com)[ www.ap-institute.com](visit: www.ap-institute.com)  \nHow to reference this management white paper study:  \nMarr, B. (2010) How to Design a Strategy Map, Management Case Study, The Advanced Performance Institute ([www.ap-institute.com](www.ap-institute.com)) .  \n© 2011 Advanced Performance Institute, BWMC Ltd. (All rights reserved) [www.ap-institute.com](www.ap-institute.com) Page 2  \nHow to Design a Strategy Map API White Paper  \nHow to Design a Strategy Map  \nIntroduction  \nAndrea Smith, Head of Strategy for the renowned education provider International Baccalaureate (IB) , neatly describes the value of creating a Strategy Map. “Without question the main benefit…is that it has got everyone thinking about and talking about the IB strategy,” she says. “It has giving us something useful to work with and has provided a framework through which we can reflect on the strategy and make sure that people in the organization understand what we are trying to achieve,” she says. Prior to building the map in 2009 with facilitation from the Advanced Performance Institute (API), “There wasn’t clarity around what our strategic plan was or what we were trying to achieve,”Smith says, adding that that it was also difficult to accurately gage how well the organization was performing against the strategy. A case study on IB can be found within the Resource Library section of the API website: www.ap[institute.com](institute.com)  \nOriginally described by Balanced Scorecard cocreators Drs Robert Kaplan and David Norton, a Strategy Map is the most important of two interrelated components of a Balanced Scorecard framework.  \n1. A Strategy Map which describes the key objectives that, if delivered to, will mean the successful implementation of the strategy. A  \ncore function of the map is a causal depiction of how objectives work together in the implementation of strategy.  \n2. A‘scorecard’ describing the metrics used to monitor progress toward the objectives; the targets for the metrics, the strategic initiatives chosen to drive performance toward the targetsand so ultimately the delivery of the strategic objectives.  \nFigure 1 shows an example of the Kaplan/Norton Strategy Map alongside the value creation map desig. Both map versions are used extensively and successfully by organizations throughout the world.  \nStrategy mapping is simply one of the most powerful management tools in use today. Amongst its many benefits is that it enables a one-page description of the key value drivers the organization must master if i","cbCaicX0GauPUteP","https://ap.wps.com/l/cbCaicX0GauPUteP","pdf",665887,10,"English","# Introduction\n## Balanced Scorecard foundations\n## Strategy mapping benefits and outcomes\n## Causal linkages and performance monitoring","[{\"question\":\"Why is a Strategy Map important in a Balanced Scorecard framework?\",\"answer\":\"A Strategy Map is the most important component of two interrelated parts of a Balanced Scorecard. 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