STRATEGIC MAP ANALYSIS Strategic Map Analysis Name of the Student Name of the University Author

Running head: STRATEGIC MAP ANALYSIS
Strategic Map Analysis
Name of the Student
Name of the University
Author Note

1STRATEGIC MAP ANALYSIS
Introduction:
The paper is focused in the elaboration of a designed strategic map for a chosen
organization in the form of Medtronic. The company operates in the medical equipment
manufacturing industry and is based in Ireland. As the industry is seen to be notably
populated with the considerable number of competitors, the need of the strategy map and the
alignment of the operational activities with the strategies of the organization is notably faced
by the Omar Ishrak, the chairman and Chief Executive Officer of the organization along
with Karen L. Parkhill, the Chief Financial Officer of the organization (Medtronic.com.
2019). The paper also identifies the logic behind the design of the strategy map and also
evaluates the business conduction of the organization to assess whether that is in alignment
with the designed strategy map or not.
Strategy Map:
Increase
Shareholder Value
Increase the
generation of profit
Financial
Customer
Value
Exceed the expectations
of customers
Increase the
customer loyalty
Internal Business
Process
Improvement in quality
of the products
Improve team
performances
Increase the
operational efficiency
Learning and
Growth
Increased training and
developmental activities
Recruitment of the
quality providing
employees

2STRATEGIC MAP ANALYSIS
(Map Courtesy: Designed by the author)

Running head: STRATEGIC MAP ANALYSIS
Perspectives Targets Initiatives Measures
Financial 4% increment on per year basis in
net profit.
8% increment in the generation of
the revenue in the target markets.
Improvement in the billing
operations.
Reduction in the operating cost of
the organization.
Through the effective evaluation of the
operating cost of the previous years and
the coming years.
Through verifying the billing
operations.
Customer
Value
5% increment in the market share
index.
7% increment in the customer
satisfaction index.
Create loyalty programmes for the
customers.
Enable the customers to achieve
the loyalty bonus.
Participation of the customers in the
loyalty programmes.
Number of the customers who achieved
the loyalty bonus.
Internal
Business
Process
Improvement in the manufacturing
of the products by 5% in each
quarter.
Improvement of the quality ratings
by 6%.
Conduction of the training sessions
for the employees of the
organization.
Introduction of the performance
bonuses.
The evaluation of the post training
reports along with the analysis of the
performances of the employees after the
training session.
With effective monitoring of the quality
standards and charts.
Learning
and Growth
Improve the technical knowledge of
the employees of the organization.
Improve the skills and competencies
of the employees.
Incorporation of the technical
knowledge to the new recruitments
of the organization.
Introduction of the intensive
training and developmental
activities for the improvement of
the skills and competencies of the
employees of the organization.
Through effective evaluation of
performances of the employees after the
training and development session.
The evaluation of the knowledge of the
employees regarding the manufacturing
of the products.