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title: "Strategy Maps: Converting Intangible Assets into Tangible Outcomes"
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# Strategy Maps: Converting Intangible Assets into Tangible Outcomes

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Strategy Maps: Converting Intangible Assets into Tangible Outcomes [Kaplan, Robert S., Norton, David P.] on desertcart.com. *FREE* shipping on qualifying offers. Strategy Maps: Converting Intangible Assets into Tangible Outcomes

Review: Perhaps the Key Illustration of the Kaplan and Norton Series - This offering is the 3rd and one of the most valuable, perhaps the key to Kaplan and Norton’s five book series on how the “Balanced Scorecard” can be used to develop a “Strategy Focused Organization” through “Strategy Maps” to achieve “Alignment” and the “Execution Premium.” The reason this reviewer considers Strategy Maps so valuable is that it so fully exposes this truly dynamic visual tool for describing and communicating an organization’s strategy. While all the books in the series have charts and figures this one has the most by far, 120 within its 438 pages. The book’s part 1 indicates different ways an organization can create value addressing customer, financial, internal along with learning and growth perspectives. Chapters show customer intimacy, product innovation, operational excellence, and standard platform pathways can be pursued. True to its subtitle, part 2 depicts the manner in which intangible assets including human capital, information technology, and organizational capabilities can be defined, described, measured and linked to value creation. Part 3 and 4 are devoted to giving instances and cases relating the building of strategies and strategy maps just as throughout the previous two sections (both business and non-profit/public examples are provided). This book clearly depicts the idea of strategy as hypothesis (e.g. the importance of choosing a particular set of capabilities in which to excel as proposed by Michael Porter). One can see the way these “strategy trees” lay out the logic of a business like a McKinsey “decision tree” presents determinations to be made or a Minto Pyramid arranges the supporting elements of an argument. For example, a strategy map on page 314 conveys the case of Ingersoll-Rand (with whom this writer has had some involvement) pictorially representing the then new “customer intimacy” strategy (e.g. like those described by Wiersma and Treacy). That map indicates important areas of financial performance (e.g. accelerate organic growth) and the customer experiences to be emphasized (e.g. provide the best solutions) as well as process excellence (e.g. drive growth through innovation) and people expertise (e.g. leverage cross-business synergies) that will be required to support that achievement. If the reader needs an explanation of the origins and fundamentals select Kaplan and Norton’s first book, “The Balanced Scorecard.” As one is seeking an overall approach description, choose their second book, “The Strategy Focused Organization.” When looking for a way to devise an enterprise strategy map and cascade that through the portfolio of business units and functions consider the fourth book, “Alignment.” For those at the point of bringing strategy and operations together in a continuous process for strategy management go with the fifth book, “The Execution Premium.” But if you are concerned with illustrating an organization’s strategy as well as the links and interactions necessary to “bring it to life” pick up “Strategy Maps.”
Review: A really practical guide to mapping your strategy to aim - The definitive guide to mapping out your strategy so that it relates directly to your customer or consumer. This guide is used in several key corporations to be more efficient and effective. I found the tools clearly defined and easy to use. Some excellent practical examples as well.

## Technical Specifications

| Specification | Value |
|---------------|-------|
| Best Sellers Rank | #500,050 in Books ( See Top 100 in Books ) #57 in Business Planning & Forecasting (Books) #952 in Finance (Books) #1,049 in Systems & Planning |
| Customer Reviews | 4.6 4.6 out of 5 stars (197) |
| Dimensions  | 6.25 x 1.25 x 9.25 inches |
| Edition  | 1st |
| ISBN-10  | 1591391342 |
| ISBN-13  | 978-1591391340 |
| Item Weight  | 1.91 pounds |
| Language  | English |
| Print length  | 454 pages |
| Publication date  | February 2, 2004 |
| Publisher  | Harvard Business Review Press |

## Images

![Strategy Maps: Converting Intangible Assets into Tangible Outcomes - Image 1](https://m.media-amazon.com/images/I/31l3jlbE-pL.jpg)
![Strategy Maps: Converting Intangible Assets into Tangible Outcomes - Image 2](https://m.media-amazon.com/images/I/41JOvby3eVL.jpg)
![Strategy Maps: Converting Intangible Assets into Tangible Outcomes - Image 3](https://m.media-amazon.com/images/I/41LkLIjY79L.jpg)
![Strategy Maps: Converting Intangible Assets into Tangible Outcomes - Image 4](https://m.media-amazon.com/images/I/516U1PqAIhL.jpg)
![Strategy Maps: Converting Intangible Assets into Tangible Outcomes - Image 5](https://m.media-amazon.com/images/I/51VIQzZPIpS.jpg)

## Customer Reviews

### ⭐⭐⭐⭐⭐ Perhaps the Key Illustration of the Kaplan and Norton Series
*by F***I on November 3, 2013*

This offering is the 3rd and one of the most valuable, perhaps the key to Kaplan and Norton’s five book series on how the “Balanced Scorecard” can be used to develop a “Strategy Focused Organization” through “Strategy Maps” to achieve “Alignment” and the “Execution Premium.” The reason this reviewer considers Strategy Maps so valuable is that it so fully exposes this truly dynamic visual tool for describing and communicating an organization’s strategy. While all the books in the series have charts and figures this one has the most by far, 120 within its 438 pages. The book’s part 1 indicates different ways an organization can create value addressing customer, financial, internal along with learning and growth perspectives. Chapters show customer intimacy, product innovation, operational excellence, and standard platform pathways can be pursued. True to its subtitle, part 2 depicts the manner in which intangible assets including human capital, information technology, and organizational capabilities can be defined, described, measured and linked to value creation. Part 3 and 4 are devoted to giving instances and cases relating the building of strategies and strategy maps just as throughout the previous two sections (both business and non-profit/public examples are provided). This book clearly depicts the idea of strategy as hypothesis (e.g. the importance of choosing a particular set of capabilities in which to excel as proposed by Michael Porter). One can see the way these “strategy trees” lay out the logic of a business like a McKinsey “decision tree” presents determinations to be made or a Minto Pyramid arranges the supporting elements of an argument. For example, a strategy map on page 314 conveys the case of Ingersoll-Rand (with whom this writer has had some involvement) pictorially representing the then new “customer intimacy” strategy (e.g. like those described by Wiersma and Treacy). That map indicates important areas of financial performance (e.g. accelerate organic growth) and the customer experiences to be emphasized (e.g. provide the best solutions) as well as process excellence (e.g. drive growth through innovation) and people expertise (e.g. leverage cross-business synergies) that will be required to support that achievement. If the reader needs an explanation of the origins and fundamentals select Kaplan and Norton’s first book, “The Balanced Scorecard.” As one is seeking an overall approach description, choose their second book, “The Strategy Focused Organization.” When looking for a way to devise an enterprise strategy map and cascade that through the portfolio of business units and functions consider the fourth book, “Alignment.” For those at the point of bringing strategy and operations together in a continuous process for strategy management go with the fifth book, “The Execution Premium.” But if you are concerned with illustrating an organization’s strategy as well as the links and interactions necessary to “bring it to life” pick up “Strategy Maps.”

### ⭐⭐⭐⭐⭐ A really practical guide to mapping your strategy to aim
*by D***N on September 11, 2024*

The definitive guide to mapping out your strategy so that it relates directly to your customer or consumer. This guide is used in several key corporations to be more efficient and effective. I found the tools clearly defined and easy to use. Some excellent practical examples as well.

### ⭐⭐⭐⭐ Full of Ideas and Examples
*by E***N on January 12, 2009*

Another fine work by Kaplan and Norton. This is absolutely chock full of example and sample strategy maps. It is a great read AFTER you have read Balanced Scorecard and Strategy Focused Organization. It provides tons of ideas on how to assemble the various components of the strategy map, as well as revisits the selection of overall strategy themes. The BSC system is one of the best developed strategy tools out there, and Kaplan & Norton are the true gurus.

## Frequently Bought Together

- Strategy Maps: Converting Intangible Assets into Tangible Outcomes
- The Balanced Scorecard: Translating Strategy into Action
- The Execution Premium: Linking Strategy to Operations for Competitive Advantage

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*Last updated: 2026-03-13*