How to Use Strategy Maps to Achieve Long-Range Objectives

A common mistake made by companies that are hoping to use the Balanced Scorecard to create large-scale organizational change is that their strategy maps have so many objectives that employees don't know how to prioritize them. In this article, Francis J. Gouillart, a leading expert on the Balanced Scorecard, explains an innovative way to time-sequence objectives within a scorecard in lock-step with the company's strategic execution.