Strategic Intent is defined in the Strategy Map:
The Strategy Map module allows the definition of Objectives which are linked by arrows and defined in a row-aligned Flow Chart environment.
Each row corresponds to a perspective which are the view-port containers for holding all Objectives.
The Vision/Mission Statements can be displayed and edited inside the Strategy Map.
The Feedback gauges that define the Objective WYSIWYG can also be displayed beside each Objective and the Balanced Scorecard rows that contribute to this outcome can also be displayed.
As well as each Objective statement, two additional statements can be applied to each Objective.
These are often labelled as Destination and Description Statements, however you can give them other names such as Cause and Effect.

A Strategy Map is not a Mind Map:
Many organizations create a single or multi page chart containing a mix of relevant projects and activities which is called a Mind Map, this is used to 'sell' their strategy to employees.
A Strategy Map displays only pure strategy to demonstrate Core Business Strategy to relevant stakeholders and managers.
It is the definition for and is backed up by a Structured Information System called the Balanced Scorecard which has relevant employee components.
The Strategy Map Objectives are then cascaded into the Balanced Scorecard table which contains targets & measures which are used to define the Strategic Alignment.

Creating your own "Strategic Picture":
Creating a good well balanced, neat Strategy Map is an 'Art form', which is often achieved by successive approximation.

It should be based upon your Strategic Statements.
Strategic Picture = Primary Strategic Statements + Perspective Aligned Flow Chart + 3rd Generation Objective destination statements.

When completed correctly it provides the structured organizational drive that is essential in today's competitive business and academic worlds.
Without it your organization has no real basis and no tool for reporting to stakeholders.
Also without it your organization has no basis for defining KRA's/KPI's, Measures and Scores.

Perspective View ports:
The Perspectives are the 'view ports' that form containers which hold and group all your Objectives.
When created correctly it provides the structured organizational drive that is essential in today's competitive business and academic worlds.

From top down there are 4 standard Perspectives: Customer, Finance, Internal-Process and Development and they can be repeated on additional rows.
Most Strategy Maps contain variations on these four rows. Sometimes one or two special-purpose 'Feature Perspectives' are added. For Example 'Operational Excellence and Safety'.

Perspectives & Arrows:
Strategy Maps usually have the final strategic targets on the top row which for most organizations is usually the customer.
The maps mostly have their arrows pointing up as this implies success stability and growth.
The arrows represent the Strategic Flow and when you focus on any one objective there should be a clear 'Strategic-Value-Chain'.

Objectives as Mini-Goals:
Objectives are categorized mini-goals that when added together, allow you to achieve the main goal.
They should be abstracted out and rendered down from everything that you want to achieve so that the map is not overloaded.
They should be both brief and complete with relevant Descriptive Notes and Destination Statements attached.

Objectives & Stakeholders:
Strategy Map Objectives must clearly describe the Business Strategy to all of Management & Stakeholders.
When cascaded into the Balanced Scorecard they have to be assignable to almost all staff so that Employee KPIs or Targets can be defined.
Business Structure clarity can then be more than doubled to vastly improve staff transparency & collaboration, through Objective Cross-Referencing in the Dashboard module.

Closed Loop Learning:
The Strategy Map Objectives are cascaded down through the Balanced Scorecard tables and into the Monthly Actual Vs Planned grids.
Strategy Map WYSIWYG is achieved when Numeric gauges are averaged from the Monthly Grids back up through the structure and into the actual Strategy Map.
If the Strategy Map Gauge is not good, then the Balanced Scorecard structure will show where the problem is and tell the story.

Measuring the Measurement System:
Balanced Scorecard academics say that if a business cannot measure what they are doing then they probably should not do it.
The Closed Loop Learning or Strategy Map WYSIWYG thus provides the ability to measure and score how your overall Strategic Plan is working.
For us, our Website and Google Advertising stats form the second measurement system.