Integration - Causal Chains and Strategy Case Study

Integration - Causal Chains and Strategy - Case Study ExampleFor Sony Technologies, these measures include revenues, customer satisfaction, customer loyalty, superior return, cash flow, product quality, and timeliness, rate of improvement, employee morale, turnover and use of best practices. Every organization is unique and this paper will analyze how to develop a equilibrise urinate card system in line with the strategy of Sony Technologies.The logic behind the making of a score card system starts with understanding these challenges in terms of the customers and stakeholders of the organization, and their needs. The management should then come up with the strategic components of the system and validate them. These include vision, mission, strategic perspectives, core values, desired strategic results, objectives, strategic themes, strategy map, strategic initiatives, performance indicators and targets (Rohm & Malinosky, 2010). Having a good strategy helps the organization to com municate its approach and gain a competitive advantage. In a strategy score card, there are four performance indicators for analyzing strategy financial, business processes, stakeholder/customer, and organization capacity perspectives. The key step in developing strategy is creating other highschool level strategies and objectives for each theme. For example, customer focused operational excellence and growth through innovation.The creation of strategic objectives is master(prenominal) in developing the plan. Objectives are the unremitting actions for improvement that can be measured, actionable, and documented. These objectives are then developed to form a strategy map. This is a graphical demonstration of how an organization creates value for its customers, employees and stakeholders. It is an useful communication tool that Sony Technologies can use to build alignment, transparency and focus on positive results (Kaplan & Norton, Strategy maps Converting intangible assets into tangible outcomes, 2004). Strategic objectives are important in creating value in