Summary: The Strategic Map and Strategic Route Map (SRM) Overview of the Strategic Map The Strategic Map was developed by Robert Kaplan and David Norton in the early 1990s as a key component of the Balanced Scorecard (BSC) framework It serves as a visual tool to present an organization’s strategy on a single page, illustrating the cause-and-effect relationships between various strategic objectives The Four Perspectives of Kaplan & Norton The traditional Strategic Map organizes objectives into four interconnected perspectives Learning & Growth: Focuses on employee skills and organizational culture Internal Process: Addresses the efficiency and quality of internal operations Customer: Focuses on customer satisfaction and value creation Financial: The ultimate goal for most businesses, representing the final outcome of the previous three layers Implementation through the Balanced Scorecard (BSC) While the Strategic Map provides the logical framework, the Balanced Scorecard translates these abstract objectives into actionable items by adding Key Performance Indicators (KPIs): Metrics to measure success Targets: Specific goals to be achieved within a timeframe Initiatives: Projects or activities designed to drive performance The Strategic Route Map (SRM): A Public Health Adaptation In 2005, Dr. Amorn Nontasut adapted this concept into the Strategic Route Map (SRM) specifically for the health sector . Key characteristics include: Destination: Unlike corporate maps that end in financial gain, the SRM’s final goal is "Healthy People" Four Dimensions: It flows from Basic Dimensions → Process → Network Partners → People Strategic Linkage Model (SLM): An operational version of the SRM with a 1-year timeframe The 11-Column Table: A tool used to translate the SLM into practice, emphasizing community and stakeholder participation in defining measures and indicators . Key Differences While both tools aim to communicate strategy and create alignment, the SRM prioritizes social health outcomes and active engagement from external stakeholders (the community), whereas the traditional Strategic Map/BSC is often developed internally by organizational personnel