a useful tool for linking strategy with the company's intangible assets
Balanced Scorecard architects Kaplan and Norton coined this term to describe the inter-relationships among measures that weave together to describe an organization's strategy. See also, "Cause and Effect."
An icon based hierarchial map of an organisation's performance vision that ultimately is driven by measurable performance targets that are associated with performance indicators linked to measurable strategy map items. The strategy map can also contain Action Plans and action plan tasks that help steer the organisation into meeting its performance targets.
A 2-dimensional visual tool for designing strategies and identifying strategic goals. It usually shows the four perspectives of the balanced scorecard in four layers, with learning & growth at the bottom, followed by business processes, customer satisfaction, and financial results (or mission value in the case of nonprofits). Activities to achieve strategic goals are mapped as 'bubbles' linked by cause-effect arrows that are assumed to occur. Sometimes called "strategic map".
In the realm of business, the concept of strategy maps was introduced by Robert S. Kaplan and David P. Norton.