Relationship between methods of strategic analysis and the quality of strategy creation as a significant determinant of the BSC system effectiveness.

The article is focused on the evaluation of strategic methods usage in the process of strategy creation and deployment of the Balanced Scorecard system. It is based on the results of the research conducted in Slovakia focused on the implementation of the BSC system. The key element in the implementation of the BSC is the process of creation of strategic maps. The maps allow documentation of relationships between causes and effects and representation of connections and interdependencies between strategic objectives. It is the most difficult element in the process of BSC creation, therefore proposed application of appropriate techniques could help the companies with their design. Selected research results declare design of the strategic maps while our results have been confronted with the results of the latest American Balanced Scorecard Institute research.