Strategic drawing at the functional level

Theoretically speaking, the functional strategic map of the group should correspond to all departments of the group. For example, the strategic map of human resources department basically reflects the functional strategy of human resources, while the strategic map of IT department reflects the future development strategy of enterprise informatization. However, because the department setting may not completely match the functional division of labor, in practice, it often leads to the department strategy chart can not fully reflect the functional strategy.

This is especially obvious in China enterprises, because the department setting of many China enterprises is not completely in accordance with the western management theory. In practice, some enterprises need to consider internal balance more. This is also a great challenge to implement the balanced scorecard in China.

Regarding the drawing of departmental strategic map, the two founders of the balanced scorecard gave a template in the monograph "Organizational Collaboration". In The Operation of Management Consulting, Zuo Jia, a consultant, summarized the four-step method of drawing departmental strategic map based on the scanning of departmental strategic environment, and described it here to share with you.

The departmental strategy chart can be operated according to three standard steps:

The first step is scanning and SWOT analysis according to the strategic environment of departmental functions; Check the group or business strategy chart to determine the strategic objectives (results, lag) of the department; Determine the main processes involved in the department/function;

The second step is to link the process with the strategic objectives of the department and analyze the strategy.

The third step is to analyze and draw the department strategy map according to the analysis idea of the department strategy map.

For example, the ultimate strategic goal of the group's human resources department is to establish an efficient human resources team to provide human resources guarantee for the value creation of various departments and business units of the group. There are two value themes involved here: 1, improving labor productivity,

2. Human resource cost; To improve labor productivity, we should think about the following issues at the strategic level of the group's human resources: satisfying the value proposition (i.e. concerns) of the stakeholders within the group-business units, departments and employees; Meet the value proposition of external stakeholders, such as the government labor inspection department (that is, the focus).

The strategic themes of the above two aspects are actually realized through the human resources management process led by the human resources department of the group. Therefore, when drawing the strategic map of human resources, it is necessary to link the strategic theme with the process of human resources management and draw the strategic map of human resources of the group.

It should be pointed out that planning and mapping functional strategy requires us to be good at integrating traditional functional analysis tools. For example, a series of technologies such as supply and demand balance analysis and training planning of traditional human resources strategy and planning are integrated into the drawing of functional strategy map.

Functional strategic mapping