Refine potential extent of each strategy to reflect organizational resources and capacity.

While a strat­e­gy may have the poten­tial to affect a large amount of space or a large num­ber of peo­ple, the orga­ni­za­tion may have lim­it­ed capac­i­ty and resources to pur­sue it. At this stage, these con­sid­er­a­tions should be bought into play so that the impact esti­mat­ed for each strat­e­gy accu­rate­ly affects the pro­gram’s abil­i­ty to imple­ment the strat­e­gy. If, for exam­ple, a strat­e­gy could affect mul­ti­ple polit­i­cal units (e.g. coun­ties or coun­tries) but the orga­ni­za­tion only has well estab­lished and nec­es­sary polit­i­cal rela­tion­ships in one polit­i­cal unit, the strat­e­gy map should be adjust­ed to rep­re­sent that one unit. Or if a strat­e­gy could lead to adop­tion of a man­age­ment prac­tice by all peo­ple in a large area engaged in the prac­tice, but we only have capac­i­ty to dri­ve engage­ment in half of the pop­u­la­tion, the map should be adjust­ed accordingly.