The relationship between strategy mapping and the strategy formulation, communication and implementation

Abstract

Business strategies are difficult to be described, clearly understood, easily communicated, efficiently implemented and effectively evaluated in order to be improved. Thus, accelerating the need for a common visual language used by everyone inside and outside the organization,for an effective and efficient strategy communication, implementation and improvement. However, strategy can’t be efficiently implemented if it can’t be clearly understood, and it can’t be clearly understood if it can’t be well described. Accordingly, you must first describe your chosen strategy to have a unified clear interpretation of that strategy, then measure the strategy for what needs to be implemented and finally you can improve that strategy by your own measurements. So we should have a systematic continuous cycle ofopposite directions for the purpose of better strategy communication and improvement. This research can be characterized as qualitative and quantitative research.The empirical part of this research consists of one case applied to an Egyptian private educational institution as a suggested framework for a Continuous Strategy Communication and Improvement Model, after reviewing many strategy maps designed by different educational institutions in many developed countries such as European, American and Asian countries. Research results revealed that the more the understanding of strategy formulation elements, the better the strategy can be described through strategy mapping as a set of logical cause and effect relationships between different strategy activities (a set of drivers for desired outcomes). Additionally, the better the strategy can be described as a set of logical cause and effect relationships between different strategy activities, the more unified understanding and clear interpretation of that strategy among all levels. Moreover, the less the differences in individuals' interpretation of an organization’s strategy, the easier and more effective strategy implementation will be. Further, the better the financial and non-financial performance indicators can be linked into a measurable cause and effect framework through strategy mapping, the easier the strategy can be evaluated. Finally, the easier the strategy can be evaluated from different perspectives, the more the chosen strategy can be improved.