Strategic map in the field of business, the concept of strategy maps was developed by Robert Kaplan and David P. Norton, and reflected in both Strategic Maps book. The concept was introduced previously by them in the book The Balanced Scorecard (known in Castilian as a scorecard or CMI). In fact, they should be the development of the CMI in 1992, which first appeared in a paper published in Harvard Business Review. The focus of the WCC is providing organizations of the metrics to measure its success. The underlying principle was not able to control what can not be measured. Strategy maps are highly related to the WCC. According to the continuing experience with organizations that successfully put into effect the WCC, Kaplan and Norton discovered two important common factors among the organizations that implement the WCC success factors focus and alignment. The organizations, while elaborating its CMI, were forced to rethink their strategic priorities and describe their strategies.This led to Kaplan and Norton to run into a deeper principle: you can not measure what can not be described. Strategy maps, which were originally part of the construction process of the WCC, now became the central theme. Strategy maps are a way to provide a macro view of the strategy of an organization and provide a language to describe the strategy, before choosing the metrics to evaluate their performance. Thus for example, arises strategic maps “to be the undisputed market leader,” and then during the implementation of CMI will become a metric such as “achieve 28 market share in 12 months.”