More than a decade ago, Robert S. Kaplan and David P. Norton introduced the Balanced Scorecard, a revolutionary performance measurement system that allowed organizations to quantify intangible assets such as people, information, and customer relationships. Then, in The Strategy-Focused Organization, Kaplan and Norton showed how organizations achieved breakthrough performance with a management system that put the Balanced Scorecard into action. Now, using their ongoing research with hundreds of Balanced Scorecard adopters across the globe, the authors have created a powerful new tool–the "strategy map"–that enables companies to describe the links between intangible assets and value creation with a clarity and precision never before possible. Kaplan and Norton argue that the most critical aspect of strategy–implementing it in a way that ensures sustained value creation–depends on managing four key internal processes: operations, customer relationships, innovation, and regulatory and social processes. The authors show how companies can use strategy maps to link those processes to desired outcomes; evaluate, measure, and improve the processes most critical to success; and target investments in human, informational, and organizational capital. Providing a visual "aha!" for executives everywhere who can't figure out why their strategy isn't working, Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance.

十多年前，罗伯特-卡普兰（Robert S. Kaplan）和大卫-诺顿（David P. Norton）提出了平衡计分卡，这是一个革命性的绩效衡量系统，它使组织能够量化诸如人员、信息和客户关系等无形资产。然后，在《以战略为中心的组织》中，卡普兰和诺顿展示了组织是如何通过将平衡计分卡付诸行动的管理系统实现突破性绩效的。现在，作者利用他们对全球数百个平衡计分卡采用者的持续研究，创造了一个强大的新工具--"战略地图"，使企业能够以前所未有的清晰和准确描述无形资产与价值创造之间的联系。卡普兰和诺顿认为，战略最关键的方面--以确保持续创造价值的方式实施战略--取决于对四个关键内部流程的管理：运营、客户关系、创新，以及监管和社会流程。作者展示了公司如何利用战略地图将这些过程与预期结果联系起来；评估、衡量和改进对成功最关键的过程；以及对人力、信息和组织资本的投资目标。战略地图》为各地的高管提供了一个可视化的 "啊哈！"，他们不知道为什么他们的战略没有发挥作用，《战略地图》是一个任何组织都可以遵循的蓝图，以调整流程、人员和信息技术，实现卓越绩效。