Strategy Map (Kaplan-Norton)
Draws the cause and effect chain from capabilities through process and customer value to financial results that a scorecard later measures, aligns units through a bidirectional catchball dialogue, and revisits its own arrows when evidence contradicts them.
Robert S. Kaplan and David P. Norton, 2004
The origin of the framework, as the directory records it. The mark grades the origin, not this page.
Umbrex, Strategy Map (Kaplan-Norton)
The directory entry this score was read from. Umbrex is a consultancy network; its summary is the reference, not a primary source.
Scored against the twelve cells, it loads three: Strategy, Learning, and Coordination. The other nine it leaves to you. None of Composition, Evidence, or Mastery is among them, which is the usual result in this directory: the questions an agent in the loop raises first are the ones the literature answers least.
This is not a summary of the framework. Umbrex has one; the link under Sources goes there.
Where on the evolution curve does each capability sit, and does that dictate build, buy, or let go?
How does tacit judgment become reusable, and who owns the loop that has to close?
What synchronizes the work when there is no room and half the team is not a person?