More Related Content Similar to Modeling Business Strategy: A meta-model of Strategy Maps and Balance Scorecards (20) Modeling Business Strategy: A meta-model of Strategy Maps and Balance Scorecards1. Modeling Business Strategy A meta-model of Strategy Maps and Balanced Scorecards Constantinos Giannoulis Michael Petit Jelena Zdravkovic Editor's Notes [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. Purpose: Facilitate modeling of strategies providing formal artifacts that currently are not existing Req. Analysts (less ambiguity, V&V) Enable mapping of business strategies to enterprise models (e.g. goal models, value models, process models) Req. Analysts and all involved in development (less ambiguity, method and notation independence, V&V) Improve IT alignment by linking business strategies to evolving system models Make strategy more concrete for alignment purposes Provide means of business strategy dissemination from top management across the enterprise and the opposite Supports Alignment Provide traceability that supports the identification of discrepancies between business strategy and everyday operations down to task level Also supports the dynamic needs of alignment Provide insight information to top management of the business performance Decision Makers (improved capability understanding [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. the Strategy Map template provides the main concepts Applications from literature provide conceptual variations emboddied through constrains Cardinality restrictions between classes both from the template and literature Strategy Maps and Balanced Scorecards (why?) A mediator between Mission, core values, Vision and Strategy to concrete operational actions using a a visual representation (template) [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved. [Title of the course] Jun 2, 2011 Copyright © 2004-2005 NameOfTheOrganization. All rights reserved.