Developing a strategy map for environmental consulting firms

Abstract

Purpose The purpose of this paper is to identify key performance indicators (KPIs) for environmental consulting firms, explore their causal linkages and develop a strategy map around the balanced scorecard (BSC) perspectives. Design/methodology/approach Relevant KPIs are identified through interviews and secondary data. Causal relationships between KPIs are explored by using the decision-making trial and evaluation laboratory (DEMATEL) method to analyze survey responses from senior partners and industry experts. Findings The results suggest that the learning and growth perspective plays a pivotal role for consulting firms. In addition, and contrary to views held by some, internal process perspective can play a significant cause factor role for service businesses. Among the KPIs which were identified as important, acquiring new skills/techniques, increased customer value proposition, personnel utilization, new product solutions and start to end solutions as KPIs exhibited both cause and effect characteristics. Practical implications The results isolate core KPIs which self-reinforce, complement each other and form a feedback loop. Active management and monitoring of these KPIs is likely to result aid a consulting firm in achieving strategic objectives. The strategy map developed in this study can also serve as a reference point for similar businesses. Originality/value This is the first known study to develop a strategy map for a consulting business by adopting a structured approach and identify causal link among BSC perspectives and their respective KPIs. The study provides further empirical evidence for usefulness of a structured approach such as the DEMATEL.

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