Mapping Strategic

Processes are an important part of the Organization to: articulate its strategy with execution, optimize its value chain, achieve consistent performance, implement continuous improvements as appropriate and timely transformations, which ultimately achieve customer satisfaction and loyalty together with higher desired results.
However, even knowing it, there are many examples that we know where this does not happen or is far from what is expected.
May be challenging circumstances such as those we are experiencing, further highlight the strengths, weaknesses, opportunities and threats of our organizations. Beyond the necessary emergencies, I think it useful to also establish a review and work agenda for the new scenario.

The research focuses on the knowledge of the impact of strategic
intelligence in increasing the efficiency and effectiveness of the organization on implementing the strategic map properly. Also the research aims to determine the role of the two modified variables transactional leadership and empowering leadership in the relationship between strategic intelligence and the strategic map. In order to achieve this, the dimensions of strategic intelligence (Foresight, Future Vision, Systems Thinking, Motivation, Partnership, Intuition, and
Creativity) were adopted. The strategic map was taken as a dependent variable with its dimensions (Financial, Customers, Processes and Operation, Growth and Development). The transactional Leadership was adopted as the first modified variable with its dimensions (Provide Performance Requirements, Conditional Reward, Conditional Punishment, Active Exception Management, and Static
Exception Management). Empowering Leadership has been taken as a second modified variable with its dimensions (Leading by Example, Participative Decision-Making, Coaching, Informing, and Showing Concern/Interacting with The Team). The General Company for Automotive Industry in Babil Governorate was selected for research through a questionnaire that included (257) employees working in administrative positions. The modified analysis, some descriptive statistics, and simple and multiple regression analysis were used. A number of points were reached, the most important of which is to focus on the implementation of strategic maps in Iraqi organizations and to develop the dimensions of empowerment leadership among employees. The effective role of strategic intelligence in achieving the right dimensions of the strategic map was
achieved through the empowerment of leadership.