Discover Strategic Theme Examples, such as How, What & Where.

Core Goal - Improve their Golf Player Ranking.
Vision - Quit current job. Work as a Golf Pro.
Mission - Increase Ranking to Pro Level.

Operational Themes - How, What & Where:
1. Improving How they Play.
2. Improving their Golfing Equipment.
3. Decide to Practice at a Better Location.

1. Improve How they do their Current Work.
2. Enlarge their Scope of Works.
  - What other new work can they be doing?

So automatically, most organisations will have at least 2 Themes.
Plus the How and What can have very different functions, plus also need to be responsive.

These are Commonly-Used Perspectives.
(They become the Strategy Map Row-Headers.)
0. Themes:   Your StrategyMap Top Row.
1. Finance:   Improved Funding and Profit.
2. Customer:   Excellent Customer Service.
3. Internal Process: Progressive Facilities.
4. Learning & Growth: High Quality Training, Learning and Research.

These are commonly structured and called Perspectives or "View-Ports".
If they are progressive, then the Company will Realise, Plan, Strategize, Manage and Measure - All defined around these Basic & Fundamental Success Factors.
So now it is obvious to see that a range of Theme-Based actions will be required, which can be categorised in the standard Perspective Layers.
Within each Perspective, there will be minor-goals.
These are commonly called "Objectives", and are cascaded into the Balanced Scorecard Grid Primary Column, where they are expanded and measured.

This is where an organisation will create Visionary Statements, with a Core Goal and a Slogan.
This will then cascade down to a more Operational Strategic Area area in which they will always need to improve on what they are already doing.
Plus they would also need to increase their operations into new areas.
Hence they would have the usual Themes to "Improve what they are currently doing" and "Increase their operations into new areas".
This will make them more robust, with a greater Economic Range and Stability, along with increased Economy of Scale.

Place them at the top of your map as a Specific Themes Row.
Below the Visionary Statements and above the Top Perspective row (Customers or Finance).
The Other Strategy Map Objectives should then link to these Themes, because it is rare that the Themes would have directly-linked Balanced Scorecard Grid Rows.
Hence the entire process has been broken down into a series of mini-goals, which can be actioned by specialist staff.
It is important that Strategic Objectives, Perspectives and Themes should All Always be Measured.

However, it is rare to have more than that, unless the organisation gets very large.
Often these triple-themed organisations will later be split into different divisions, to make management and locations better structured.
In these cases, there is often an overall Strategy Map which strategically defines the different divisions.
We have done what we can to help, by providing Free Training plus Inexpensive Software which can accomodate Themes with Performance Feedback Gauges.

Success becomes more Stable and Easier to Measure when this Golf Player can structure their Goals & Smaller Objectives,
by Specifically Strategizing their bigger-picture Operational Themes.

It may be that after fully considering the tasks and costs, that a decision was made to change to another sport which has with better prospects and less competition.
However, by using some kind of structured analysis approach (whatever it was), the correct decision was more easily made, before large expenses were incurred.
What has been learned?
- The ability to use a WORLD-STANDARD STRUCTURED APPROACH, to better analyse prospective ventures, BEFORE MONEY IS SPENT.