Strategy mapping & the learning and growth perspective Essay

Strategy mapping & the learning and growth perspective - Essay Example There has been a significant revolution in the business environment attributed to formulation and implementation of strategy mapping. On the other hand, prosperity in process of formulating and implementing strategy mapping in organizations has been facilitated by application or incorporation of Balance Scorecards In this case, strategy mapping has been applied in processes of facilitating learning and growth in various organizations, while balance scorecard is used in implementation and evaluation process (Sharma, 2012). Nevertheless, this paper explains processes involved in formulation and implementation of strategy mapping, its relation to performance management, thereby establishing value propositions; in fact, this discussion will be established theoretically. The ultimate purpose of implementing strategy mapping in an organization is to bridge learning and growth gap. In this case, strategy mapping offers sets of guidelines, which facilitate increased performance management in an organization. Besides, Armitage and Scholey (2006) explain that strategy mapping offers these guidelines in a systematic format. Strategy mapping has also been considered a reference, based on four principle interest groups. Strategy mapping based on learning and growth point of view resonates around employee capabilities and other success factors. In this case, Sharma (2012) explains that employees’ capabilities relate to their levels of skills, access to transactions, continuous training and development programs. In addition, it also focuses on employee satisfaction, which has been regarded as precondition for facilitating employee productivity and level of quality in services offered to customers. Other growth factors facilitated by strategy mapping include information system capabilities, motivation and empowerment of employees in an organization (Sharma, 2012). Numerous organizations have been seeking guidance and directives to supplement effort required in implement ation of maps and scorecards. Therefore, strategic mapping and Balance Scorecards has become solutions to organizations’ problems, whereby they serves as a bridge between theories gathered from different literature and processes of implementation. On the other hand, other organizations are seeking certain consultants, which can offer benefits based on framework in strategic mapping guidelines. Furthermore, Armitage and Scholey (2006) assert that other organizations stand chance of benefiting from strategic mapping by becoming consultants. Strategy mapping facilitates communication of strategies in organizations, given that they provide guidelines, which in turn describe model applied in implementation process. The strategy map developed through this model is helpful to managers in organization (National Institute of Standards & Technology [NIST], 2012). In this case, these strategy maps become solutions to problems faced in processes of executing a strategy. Besides, these ma ps help organizations to attain desired results, through a substantially developed strategy meant to improve and align various functions in an organization. Some of these functions include, strategy planning, budgeting, compensating employees and monitoring their performance (Armitage & Scholey, 2006). In addition, strategic mapping offers ways to improve chances of implementing learning and growth strategies in organizations in order to facilitate effective operating and financial performance. Nonetheless, this paper will also focus on conducting analysis, which presents actual comparison and contrast between BAA’