Strategic mapping is the diagrammatic way of illustrating the ways in which an organization can create values by connecting the strategic objectives of the organization. The strategic objectives are connected by the cause and effect relationships among the Balanced Scorecard objectives (Value-based management). Thus, strategic maps form a strategic part of the overall Balanced Scorecard framework of any business for-profit or non-profit organization. Strategic maps present all the information on a single page, which enables easy communication of the strategic plan to the organizational members.
Financial Perspectives
In the given strategic mapping of Arroyo Fresco Community Health Center, the financial perspectives look at sustaining the shareholder value of the healthcare organization. The sustaining of shareholder value is expected to be achieved through a planned growth in revenues and productivity strategies. These goals will again be achieved through the processes of improving cost, increasing asset utilization, enhancing customer value, and expanding revenues.
Customer Perspectives
These four strategic improvements have been aimed to be achieved through improvements in customer perspectives like improved trust and quantity of service to result in improved cost. The choice to the patients about the service and selection of care are expected to contribute to the increased asset utilization. The customer value is expected to be enhanced by the functionality and service provided by the organization, whereas the partnership with the physicians and suppliers and effective management of expenses of the organization would result in the planned expansion of revenues. These elements form the customer perspective. It may also be observed from the strategic map, that elements like service attributes and customer satisfaction form the basis for arriving at the customer perspective. Relationships with other external stakeholders also form part of the customer perspective.
Business Process Perspectives
Operational efficiency and quality of service provided by the health center form the basis for the business process perspectives. Through efficient operation management, the Center aims at providing the utmost quality and delivery of care. Similarly, effective and impressive customer management and patient care are expected to be provided by following the objective of enhancing customers’ value and by excelling at patients’ care. One other important part of the business process perspective is met by effective support in the area of technology and innovative services. This area is supplemented by ensuring that reliable and relevant support in the area of information technology is provided in all the functional areas of the organization. Here the use of the internet and intranet facilities is expected to help the organization meeting the strategic challenges in the area of business perspectives. Meeting the regulatory and social guidelines has been recognized as an important segment of the business process perspectives, which is expected to be achieved by the provision of improved healthcare to all the communities.
People and Culture Perspectives
An unusual additional perspective of people and culture has been included in the balanced scorecard approach of Arroyo Fresco. In respect of this perspective, the organization expects to achieve certain non-profit goals of respect, trust, relationship, and accountability among the residents of Yuma, La Paz, and Mohave Counties. In fact, being a non-profit service organization, this is one of the major strategic objectives of the healthcare organization, which is at the root of all other objectives.
Learning and Growth Perspectives
Learning and growth objectives of the organization aimed at helping the organization to meet all other objectives have been established based the objectives on human capital, information capital, and organization capital. All these three bases are interrelated with each other and they are patient-oriented, functional-based, and are worked out to be reliable for improving the knowledge, skill, and abilities of the organizational members focusing on the network communication and creation of the necessary databases. The objectives are also expected to result in effective teamwork among the members, besides providing enough opportunities for training and development in the essential areas. The arrows placed in the strategic map show the cause and effect relationships among the different perspectives and strategic activities planned.
Reference
Valuebasedmanagement. (n.d.). Strategy Maps – Kaplan Norton. Web.