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Strategy Map: Key Instrument for Organizational Performance

Strategy Map: Key Instrument for Organizational Performance

Tiago Oliveira, Carlos Páscoa, José Tribolet
Copyright: © 2014 |Pages: 16
ISBN13: 9781466645622|ISBN10: 1466645628|EISBN13: 9781466645639
DOI: 10.4018/978-1-4666-4562-2.ch011
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MLA

Oliveira, Tiago, et al. "Strategy Map: Key Instrument for Organizational Performance." Rethinking the Conceptual Base for New Practical Applications in Information Value and Quality, edited by George Leal Jamil, et al., IGI Global, 2014, pp. 250-265. https://doi.org/10.4018/978-1-4666-4562-2.ch011

APA

Oliveira, T., Páscoa, C., & Tribolet, J. (2014). Strategy Map: Key Instrument for Organizational Performance. In G. Jamil, A. Malheiro, & F. Ribeiro (Eds.), Rethinking the Conceptual Base for New Practical Applications in Information Value and Quality (pp. 250-265). IGI Global. https://doi.org/10.4018/978-1-4666-4562-2.ch011

Chicago

Oliveira, Tiago, Carlos Páscoa, and José Tribolet. "Strategy Map: Key Instrument for Organizational Performance." In Rethinking the Conceptual Base for New Practical Applications in Information Value and Quality, edited by George Leal Jamil, Armando Malheiro, and Fernanda Ribeiro, 250-265. Hershey, PA: IGI Global, 2014. https://doi.org/10.4018/978-1-4666-4562-2.ch011

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Abstract

Evolution happens every moment–as every single moment of the present becomes the past, and the future becomes the present. As a consequence of the process of evolution, the world presents itself to us more complexly than ever. Information value, globalization, technological revolution, acceleration of innovation, and constant change characterize the contemporary challenges that are faced by organizations in what is called the Information Age and Knowledge-Based Economy. Today, to successfully accomplish their mission, organizations need to adapt, act, and think strategically. Alvin Toffler (1985) refers to the role of strategy in an organization: “An organization without strategy is like an airplane weaving through stormy skies, hurled up and down, slammed by the wind, lost in the thunderheads. If lightning or crushing winds do not destroy it, it will simply run out of gas.” Under the body of knowledge and principles of Organizational Engineering—and other theoretical-practical knowledge—this chapter proposes a Strategy Map for the Portuguese Air Force, a tool that clarifies strategy and provides the organization with a means of communication capable of generating motivation and creating focus and alignment, key features to “move” the organization towards its vision.

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