Strategy tools, courses & learning materials for individuals, universities and business
You are not logged in

Strategy Dynamics Course - Class 4b – The strategic architecture


This course is unavailable whilst it is being updated.

This Class brings together the principles from classes 1 to 3, plus the issues of interdependence and feedback from class 4a, to show how a business (or other organisation) works as an integrated, dynamic system. And that system explains how both the business performance and the system itself develop over time. The Class shows how to use this system, or "strategic architecture", to understand, plan and manage performance over time.

The class is most relevant – indeed unavoidable! – if you are to putting together an integrated plan for the whole business.

You do not have to build the whole system if you are focusing on a specific issue, or a particular part of the organisation. But you should still make sure to cover any important linkages with other parts. A manufacturing company worried about growing its service team, for example, may need to include the growth dynamics of the customer base and changes to their product range – but probably does not need to worry about how the company’s production capacity or finances are changing.

The class shows that the core relationships between customers, products, capacity and staff are fundamentally common to almost all organisations, and – if it generates cash (rather than getting cash from outside sources) – how some of that cash is fed back to enable the system to be sustained and to grow. It also explains how the balance between the demand the organisation receives and its ability to handle that demand (usually reflecting staff and capacity) limits its performance and growth.

To complete your understanding of the financial aspects of the system, the class shows how costs are driven, not just by having resources but also by the need to add and retain those resources – marketing, hiring, product development and so on.

Key issues addressed

  • The most common relationships between the core resources of a business – customers, products, staff, capacity and cash.
  • How to anticipate future performance, based on the relative development and interdependence between these items.
  • The generic strategic architecture for a business, as a template for guiding the structure of specific cases.
  • The relationship between resource-flows and certain costs, in addition to the costs of having those resources.
  • The business as a cash-making "machine" – and where that cash goes.
You are not registered for this course.
You are not registered for this course.
You are not registered on this course.

Other resources and links


Robert Kaplan and David Norton, The Balanced Scorecard, (1996), Harvard Business School Press: Boston MA    Amazon UK    Amazon Canada

Kaplan, R. and Norton, D. (2004) Strategy Maps, Harvard Business School Press, Boston MA.    Amazon UK    Amazon Canada