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Murovanka looks like a very straight forward map but when you dive deeper you will see that many approach this map the wrong way. The center of the map is covered by scattered houses which some are destructible whiles others are not. The mini map was made using MapTactic which is a great tool for coming up with strategies for World of Tanks and other games. Team two starts further away from this area of the map than team one and it is also slightly less important since it is further away from their base. Much like team one’s location to fire into the watchtower area on team two you get two building suitable to do the same task.
Team two gets a slightly easier time on this side of the map since they spawn closer and have a large amount of soft cover to work with. An alternative spot to go to is at G7 on the northern side of the warehouse team one uses to defend. Artillery on this map is limited at first since the best location is usually the corner in which you spawn near. Mines has been around in World of Tanks for a very long time and although it has undergone several changes the core strategy has remained the same. This World of Tanks Mines strategy guide will go over the basic routes, positions, and tactics you will see in most random World of Tanks battles on Mines. Looking around the base you will see that there are a few places for slower tanks to set up to provide support without needing to move to far from the base. The lighthouse side of the Mines gives you two options which both require a certain type of tank to pull off.
Another thing to keep in mind is that moving through the 1 line you can be hit from the hill and enemy base. Attacking the hill at the start of the match can either end in a quick defeat for your team or give you an early heads start to a victory.
If your team gains the hill then you will want to spot and take smart shots from off of it. Small maps are hard for SPGs but Mines provides just enough cover to keep you safe while giving you decent shots on tanks not paying attention. Taking a look around the base team two has a few locations close that provide decent support for your teammates ahead of you.

The last spot in C4 gives shots into any of the main areas with a little re positioning but doesn’t have great cover. While team one(yellow) has an advantage on this side for defending, team two has an easier time attacking on this side if you are aggressive. Defending the town is easier for team two due to the A4 location that can hit any enemies that cross into the town and continue to push. The longer route that skirts the outside of the town and ends in E0 should only be done if you havea couple tanks in the D7 area and you have decent frontal armor.
Setting up in A1 or in B2(use the rock as your cover) will give you good shots at enemies in F5 near the hill and also the lighthouse side of the map.
Article 4: Balanced Scorecard and Corporate Strategy In the last issue of Stakeholder Satisfaction, we explained how balanced scorecard incorporates customer measures and links them with other aspects of organisational performance. However, this can also prove to be a huge negative if your team simply moves into the forest and plops the entire force in one location by your base. Devised by Kaplan and Norton, and developed in two Harvard Business Review articles1,2 and a full length book3, Balanced Scorecard was promoted by its authors as “the instrumentation that managers need to navigate to success”. The scorecard brings together financial, customer, internal process and people into one performance monitoring system. It assists an organisation to translate its strategy into a comprehensive set of measures, through which its performance can be managed.
G6 provides decent shots into enemies into the forest while H5 is great for defending if you are short on tanks on this side of the map.
It enables managers to understand the linkages between the four areas and helps them focus their efforts. This article examines how balanced scorecard is increasingly used to drive corporate strategy.Implementation is difficultMany organisations find it extremely difficult to implement strategy. Sending to many tanks to quick however can lead to your team being stuck in a bad spot by the lake with no where to go! Kaplan and Norton found that without balanced scorecard 85% of executive teams spend less than 1 hour per month discussing strategy4. Even when companies do invest a lot of time in refining their values, mission statements, and strategic initiatives, the average employee often doesn’t have a clear understanding how their actions influence the success of the organisation.
Organising objectives in each of the four quadrants of the balanced scorecard, and mapping the strategic relationships among them, serves as a way to evaluate objectives to make sure they are consistent and useful in delivering the strategy.The strategy map is also an excellent way to communicate to different parts of the organisation how they fit into the overall strategy.

Mobilise change Building a strategy focused organisation usually involves significant culture change. Consistent leadership and support are critical to maintaining momentum through the challenges that organisations inevitably encounter.
The executive team must be in agreement on strategies and must drive the scorecard process for it to be successful.2. A strategic focus is not maintained if strategy formulation becomes a one-off activity that happens during an annual business planning cycle. Feedback loops are needed to constantly focus attention on and continually re-evaluate the strategy and the measures. Since the budget process is linked to strategy, the balanced scorecard should replace traditional budget formulation as a way to allocate funds.3. This is done through strategic education and awareness and by cascading the scorecard down through the organisation, so that business units, departments—or even individuals—create their own scorecards. This helps departments and individuals understand and find new ways to support the strategy. It also helps ensure that employees at all levels are being measured and rewarded in ways that support the strategy.4.
This involves evaluating current organisational structures, lines of reporting, policies and procedures to ensure that they are consistent with the strategy.
It can include re-alignment of business units or re-defining the roles of different support units to make sure that each part of the organisation is lined up to best support the strategy.5. Tools like the strategy map, the strategy matrix and scorecards cascaded through all levels of the organisation, must be used to integrate strategy with the operational tasks that employees perform daily. In the next issue of Stakeholder Satisfaction we will look at an organisation that has succeeded in implementing balanced scorecard successfully, winning a coveted Malcolm Baldrige award in the process.Strategy mapReferences 1. Kaplan and Norton: “Putting the Balanced Scorecard to Work”, Harvard Business Review Sept-Oct 1993. Kaplan and Norton: “The Strategy Focused Organization”, Harvard Business School Press, 2001.

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