Los MAPAS ESTRATÉGICOS ♟️ - ¡Aprende cómo hacer un MAPA ESTRATÉGICO desde CERO! - ENTRA YA!! 😀😀

Key Concepts:

• Strategic Map
• Balanced Scorecard
• Financial Perspective
• Customer Perspective
• Internal Processes Perspective
• Learning and Growth Perspective
• Objectives and Key Results (OKRs)
• Cause-and-Effect Relationships
• SMART Criteria (Specific, Measurable, Achievable, Relevant, Time-bound)

Strategic Map Development Based on Balanced Scorecard

1. Introduction

• The video explains how to develop a strategic map from scratch using the balanced scorecard methodology.
• The strategic map will be based on real data, but the company's name and detailed information will be kept confidential.
• Two versions of the strategic map will be created: one with philosophical statements and another with specific, numbered objectives.

2. Establishing the Four Perspectives

• The balanced scorecard methodology includes four perspectives: financial, customer, internal processes, and learning and growth.
• The financial perspective is the most important, as the primary goal of any company is to make money.
• The strategic map is built from top to bottom, starting with the financial perspective and then moving to customers, processes, and learning and development. However, the map is read from bottom to top, showing how the lower levels contribute to the higher levels.

3. Financial Perspective

• The first objective in the financial perspective is to have a profitable company.
• A second objective is to ensure that net profits are always positive.
• The placement of objectives visually indicates their importance, with higher objectives being more important.

4. Customer Perspective

• Objectives in the customer perspective should support the achievement of financial goals.
• One objective could be to acquire 100% profitable customers.
• This objective ensures that all company activities are focused on acquiring profitable clients.
• Another objective could be to acquire five new clients in each category.
• The strategic map helps visualize the cause-and-effect relationship between goals.

5. Internal Processes Perspective

• Objectives in the internal processes perspective should support the achievement of customer and financial goals.
• One objective could be to improve the level of prospecting or the sales process.
• Improvements in the prospecting process should be focused on acquiring five new clients in each category.
• Another objective could be to optimize the service process or increase the level of compliance to the client.
• The objectives should be key objectives that will allow the company to achieve profitability and net profit.

6. Learning and Growth Perspective

• The learning and growth perspective focuses on people, technology, and infrastructure.
• One objective could be to provide training in process analysis.
• This training can help optimize the induction process for new vendors and the service process.
• Another objective could be to update the software version of sales.
• This update can help increase the level of prospecting.
• Another objective could be the program implementation of performance evaluation.

7. Linking the Perspectives

• The strategic map should show the cause-and-effect relationships between the four perspectives.
• For example, training staff in process analysis can optimize the service process, which can lead to acquiring 100% profitable customers, which can lead to having a profitable company.
• It is important to ensure that there is congruence between the objectives in each perspective.

8. Strategic Map with Numbers (Specific Objectives)

• The ideal is that the wording of the objectives meet the Smart criteria.
• The strategic map can be developed with specific, numbered objectives.
• For example, updating the sales software version before February 2019 can lead to prospecting at least 200 companies a year, which can lead to acquiring at least five new clients in each category, which can lead to generating 2.5 million in new customer sales, which can lead to achieving at least 5% profitability in 2019.
• The numbers should be based on a budget that includes all expenses and taxes.

9. Strategic Map in Table Format

• The strategic map can also be presented in a table format.
• The table format requires more experience and knowledge of the methodology.

10. Conclusion

• The strategic map is a valuable tool for visualizing the cause-and-effect relationships between the four perspectives of the balanced scorecard.
• The level of detail in the strategic map depends on the structure of the business and the information available.
• The video invites viewers to send in their strategic maps for review and feedback.