forked from unicalabs/evolutionary-characteristics
-
Notifications
You must be signed in to change notification settings - Fork 11
Expand file tree
/
Copy pathindex.html
More file actions
1707 lines (1647 loc) · 117 KB
/
Copy pathindex.html
File metadata and controls
1707 lines (1647 loc) · 117 KB
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
221
222
223
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
262
263
264
265
266
267
268
269
270
271
272
273
274
275
276
277
278
279
280
281
282
283
284
285
286
287
288
289
290
291
292
293
294
295
296
297
298
299
300
301
302
303
304
305
306
307
308
309
310
311
312
313
314
315
316
317
318
319
320
321
322
323
324
325
326
327
328
329
330
331
332
333
334
335
336
337
338
339
340
341
342
343
344
345
346
347
348
349
350
351
352
353
354
355
356
357
358
359
360
361
362
363
364
365
366
367
368
369
370
371
372
373
374
375
376
377
378
379
380
381
382
383
384
385
386
387
388
389
390
391
392
393
394
395
396
397
398
399
400
401
402
403
404
405
406
407
408
409
410
411
412
413
414
415
416
417
418
419
420
421
422
423
424
425
426
427
428
429
430
431
432
433
434
435
436
437
438
439
440
441
442
443
444
445
446
447
448
449
450
451
452
453
454
455
456
457
458
459
460
461
462
463
464
465
466
467
468
469
470
471
472
473
474
475
476
477
478
479
480
481
482
483
484
485
486
487
488
489
490
491
492
493
494
495
496
497
498
499
500
501
502
503
504
505
506
507
508
509
510
511
512
513
514
515
516
517
518
519
520
521
522
523
524
525
526
527
528
529
530
531
532
533
534
535
536
537
538
539
540
541
542
543
544
545
546
547
548
549
550
551
552
553
554
555
556
557
558
559
560
561
562
563
564
565
566
567
568
569
570
571
572
573
574
575
576
577
578
579
580
581
582
583
584
585
586
587
588
589
590
591
592
593
594
595
596
597
598
599
600
601
602
603
604
605
606
607
608
609
610
611
612
613
614
615
616
617
618
619
620
621
622
623
624
625
626
627
628
629
630
631
632
633
634
635
636
637
638
639
640
641
642
643
644
645
646
647
648
649
650
651
652
653
654
655
656
657
658
659
660
661
662
663
664
665
666
667
668
669
670
671
672
673
674
675
676
677
678
679
680
681
682
683
684
685
686
687
688
689
690
691
692
693
694
695
696
697
698
699
700
701
702
703
704
705
706
707
708
709
710
711
712
713
714
715
716
717
718
719
720
721
722
723
724
725
726
727
728
729
730
731
732
733
734
735
736
737
738
739
740
741
742
743
744
745
746
747
748
749
750
751
752
753
754
755
756
757
758
759
760
761
762
763
764
765
766
767
768
769
770
771
772
773
774
775
776
777
778
779
780
781
782
783
784
785
786
787
788
789
790
791
792
793
794
795
796
797
798
799
800
801
802
803
804
805
806
807
808
809
810
811
812
813
814
815
816
817
818
819
820
821
822
823
824
825
826
827
828
829
830
831
832
833
834
835
836
837
838
839
840
841
842
843
844
845
846
847
848
849
850
851
852
853
854
855
856
857
858
859
860
861
862
863
864
865
866
867
868
869
870
871
872
873
874
875
876
877
878
879
880
881
882
883
884
885
886
887
888
889
890
891
892
893
894
895
896
897
898
899
900
901
902
903
904
905
906
907
908
909
910
911
912
913
914
915
916
917
918
919
920
921
922
923
924
925
926
927
928
929
930
931
932
933
934
935
936
937
938
939
940
941
942
943
944
945
946
947
948
949
950
951
952
953
954
955
956
957
958
959
960
961
962
963
964
965
966
967
968
969
970
971
972
973
974
975
976
977
978
979
980
981
982
983
984
985
986
987
988
989
990
991
992
993
994
995
996
997
998
999
1000
<!doctype html>
<html lang="en">
<head>
<!-- Required meta tags -->
<meta charset="utf-8">
<meta name="viewport" content="width=device-width, initial-scale=1, shrink-to-fit=no">
<meta property="og:title" content="Learn Wardley Mapping">
<meta property="og:description" content="A visual method for exploring, understanding, and communicating strategy under circumstances of constant change.">
<meta property="og:image" content="https://learnwardleymapping.com/images/terrain_map.jpg">
<meta property="og:url" content="https://learnwardleymapping.com">
<meta name="twitter:card" content="summary_large_image">
<meta name="twitter:image" content="https://learnwardleymapping.com/images/terrain_map.jpg">
<meta name="google-site-verification" content="vCI-3_9Bx08goP1P7ECGcAsWBJ9T9blNR5tKDE0pi3w" />
<!-- Bootstrap CSS -->
<link rel="stylesheet" href="css/bootstrap.min.css">
<link rel="stylesheet" href="css/style.css">
<title>Learn Wardley Mapping</title>
</head>
<body>
<nav class="navbar navbar-expand-lg navbar-dark bg-dark">
<a class="navbar-brand" href="index.html">LearnWardleyMapping</a>
<button class="navbar-toggler" type="button" data-toggle="collapse" data-target="#navbarSupportedContent" aria-controls="navbarSupportedContent" aria-expanded="false" aria-label="Toggle navigation">
<span class="navbar-toggler-icon"></span>
</button>
<div class="collapse navbar-collapse" id="navbarSupportedContent">
<ul class="navbar-nav mr-auto">
<li class="nav-item">
<a class="nav-link" href="book.html">Book</a>
</li>
<li class="nav-item">
<a class="nav-link" href="shop.html">Shop</a>
</li>
<li class="nav-item">
<a class="nav-link" target="_blank" href="https://learn.hiredthought.com/p/wardley-mapping">Course</a>
</li>
<li class="nav-item">
<a class="nav-link" target="_blank" href="https://patreon.com/learnwardleymapping">Patreon</a>
</li>
</ul>
<span class="navbar-text">
operated by <a target="blank" href="https://hiredthought.com">Hired Thought</a>
</span>
</div>
</nav>
<div class="container-fluid">
<div class="row mt-3 mb-4">
<div class="col-12 col-sm-3 col-lg-2">
<ul class="nav flex-column nav-pills" id="myTab" role="tablist" aria-orientation="vertical">
<li class="nav-item">
<a class="nav-link active" id="introduction-tab" data-toggle="tab" href="#introduction" role="tab" aria-controls="introduction" aria-selected="true">Introduction</a>
</li>
<li class="nav-item">
<a class="nav-link" id="purpose-tab" data-toggle="tab" href="#purpose" role="tab" aria-controls="purpose" aria-selected="true">1. Purpose</a>
</li>
<li class="nav-item">
<a class="nav-link" id="landscape-tab" data-toggle="tab" href="#landscape" role="tab" aria-controls="landscape" aria-selected="true">2. Landscape</a>
</li>
<li class="nav-item">
<a class="nav-link" id="climate-tab" data-toggle="tab" href="#climate" role="tab" aria-controls="climate" aria-selected="false">3. Climate</a>
</li>
<li class="nav-item">
<a class="nav-link" id="doctrine-tab" data-toggle="tab" href="#doctrine" role="tab" aria-controls="doctrine" aria-selected="false">4. Doctrine</a>
</li>
<li class="nav-item">
<a class="nav-link" id="leadership-tab" data-toggle="tab" href="#leadership" role="tab" aria-controls="leadership" aria-selected="false">5. Leadership</a>
</li>
<li class="nav-item">
<a class="nav-link" id="glossary-tab" data-toggle="tab" href="#glossary" role="tab" aria-controls="glossary" aria-selected="false">Glossary</a>
</li>
</ul>
<p><a href="https://www.patreon.com/bePatron?u=8670881" data-patreon-widget-type="become-patron-button">Become a Patron!</a></p>
<script async src="https://c6.patreon.com/becomePatronButton.bundle.js"></script>
</div>
<div class="col-12 col-sm-9 col-lg-10">
<div class="tab-content" id="myTabContent">
<div class="tab-pane fade show active" id="introduction" role="tabpanel" aria-labelledby="introduction-tab">
<h1>Introduction</h1>
<div class="row">
<div class="col-12 col-xl-8">
<div class="embed-responsive embed-responsive-16by9">
<iframe class="embed-responsive-item" src="https://www.youtube.com/embed/Gfq3ocmadZo" frameborder="0" allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>
</div>
<p class="text-center"><small>Video courtesy of <a target="_blank" href="https://www.iluli.eu/">iluli by Mike Lamb</a>.</small></p>
<p class="mt-3">Wardley Mapping is licensed <a target="_blank" href="https://creativecommons.org/licenses/by-sa/4.0/legalcode">Creative Commons Attribution-ShareAlike 4.0</a>, courtesy of <a target="_blank" href="https://twitter.com/swardley">Simon Wardley</a>.</p>
</div>
</div>
<h1>Definitions</h1>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<p class="lead"><strong>Wardley Mapping</strong> <small class="ml-2"><code>/wôrdlē mapping/</code></small> <small class="ml-2 text-muted"><em>verb</em></small></p>
<p>The process of making strategic decisions (<strong>leadership</strong>) based on the <strong>purpose</strong> ("the game"), a description of the competitive <strong>landscape</strong> (a map), the external forces acting on the landscape (<strong>climate</strong>), and the training of your people (<strong>doctrine</strong>).</p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<img class="img-fluid border" src="images/cycle_adapted.png">
<p class="text-center"><small>Strategy Cycle courtesy of <a target="_blank" href="https://twitter.com/swardley">Simon Wardley</a>, <a target="_blank" href="https://creativecommons.org/licenses/by-sa/4.0/legalcode">CC BY-SA 4.0</a>.</small></p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<p class="lead"><strong>Wardley Map</strong> <small class="ml-2"><code>/wôrdlē map/</code></small> <small class="ml-2 text-muted"><em>noun</em></small></p>
<p>A value chain — a chain of needs — (users, needs, and capabilities arranged and connected according to dependency) mapped against the four stages of evolution (Genesis, Custom, Product, and Commodity).</p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<img class="img-fluid border" src="images/map_placeholders.png">
</div>
</div>
<div class="row mt-4">
<div class="col-12 col-md-8 col-xl-6">
<h1>The Art of War</h1>
<p>Simon Wardley, in his search to understand how to evaluate strategy, found answers in military history and <em>Sun Tzu: The Art of War</em>. Sun Tzu's Five Factors — Purpose, Landscape, Climate, Doctrine, and Leadership — covered the minimum set of considerations required for strategic decision-making.</p>
<p>In military contexts, a map formed the basis for understanding the Landscape. But in the absence of a tangible competitive landscape, could there be such a thing as maps in business? To find out, <a target="_blank" href="https://medium.com/wardleymaps/on-being-lost-2ef5f05eb1ec">see Simon's book</a> or keep reading.</p>
</div>
</div>
<p><a class="btn btn-secondary btn-lg" href="#" onclick="$('#purpose-tab').click()" role="button">Next »</a></p> </div>
<div class="tab-pane fade" id="purpose" role="tabpanel" aria-labelledby="purpose-tab">
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<h1>Purpose</h1>
<p>In Wardley Mapping, <strong>Purpose</strong> is "the game" being played. It defines the scope of what you are doing and why you are doing it. It may be a moral imperative or just what motivates you to come to work every day.</p>
<p>Purpose is the first step in the strategy cycle. Because many leaders do not understand the importance of Landscape, Climate, and Doctrine, they commonly shortcut the cycle and jump straight from Purpose to strategic decisions in Leadership. This "strategy by gut feel" is an inadequate approach for strategic thought.</p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<img class="img-fluid border" src="images/cycle_adapted_shortcut.png">
<p class="text-center"><small>Strategy Cycle courtesy of <a target="_blank" href="https://twitter.com/swardley">Simon Wardley</a>, <a target="_blank" href="https://creativecommons.org/licenses/by-sa/4.0/legalcode">CC BY-SA 4.0</a>.</small></p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<blockquote class="mt-3 blockquote">
<p class="mb-0">The climate may affect your purpose, the environment may affect your strategy and your actions may affect all... Your purpose isn’t fixed, it changes as your landscape changes and as you act. There is no “core”, it’s all transitional.</p>
<footer class="blockquote-footer">Simon Wardley in <cite title="On Being Lost"><a href="https://medium.com/wardleymaps/on-being-lost-2ef5f05eb1ec" target="_blank">On Being Lost</a></cite></footer>
</blockquote>
</div>
</div>
<p><a class="btn btn-secondary btn-lg" href="#" onclick="$('#landscape-tab').click()" role="button">Next »</a></p> </div>
<div class="tab-pane fade" id="landscape" role="tabpanel" aria-labelledby="landscape-tab">
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<h1>Landscape</h1>
<p>A map of physical terrain is visual, specific to the battle at hand, and includes the position of troops and obstacles relative to an anchor (magnetic North).</p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<img class="img-fluid border" src="images/terrain_map.jpg">
<p class="text-center"><small> Twelfth Army Group situation map, 1944. Retrieved from the <a target="_blank" href="www.loc.gov/item/2004629075">Library of Congress</a>.</small></p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<p>A map of a competitive business <strong>Landscape</strong> (a Wardley Map) is also visual and context-specific, but instead of magnetic North, the anchor is the User being served and their corresponding needs. And instead of troops, the map contains a value chain — capabilities necessary to fulfill the needs, arranged according to their dependency relationships.</p>
<p>The position of the capabilities on a Wardley Map is dependent on two aspects:
<ol>
<li>Visibility to the user, which is a natural outcome of a component's relative position within the value chain, manually adjusted as needed.</li>
<li>Evolutionary stage, as determined through evaluation of the component's general properties and characteristics.</li>
</ol>
</p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<img class="img-fluid border" src="images/intro-4.png">
<p class="text-center"><small>Courtesy of <a target="_blank" href="https://twitter.com/swardley">Simon Wardley</a>, <a target="_blank" href="https://creativecommons.org/licenses/by-sa/4.0/legalcode">CC BY-SA 4.0</a>.</small></p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<h1>Making a Map</h1>
<p>Wardley Mapping is a straight-forward process, and most difficulties boil down to concerns about making "mistakes" or doing the "wrong" thing. It is much more valuable to discard these concerns up-front, embrace the messiness of the process, and learn by boldly doing.</p>
<p>The process of mapping is also the process of constructing a model of reality. An incorrect model that is also useful is the definition of success.</p>
<p>To make a map:
<ol>
<li>Identify the <strong>Users</strong> being served</li>
<li>Identify the <strong>Needs</strong> to be met (think of these as top-level Capabilities)</li>
<li>Identify the <strong>Capabilities</strong> needed to successfully meet those needs</li>
<li>Determine the stage of <strong>Evolution</strong> for each Capability by evaluating its characteristics (if it's difficult to decide, try breaking the Capability down into multiple, smaller Capabilities)</li>
<li>Draw the complete value chain — User at the top, Needs and Capabilities underneath, with dependency relationships included and Capabilities placed in Stages I, II, III, or IV of Evolution</li>
</ol>
</p>
<p>The process can also look something like this...</p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<h2>1. Users and Needs</h2>
<img class="img-fluid border" src="images/intro-1.png">
<p class="text-center"><small>Courtesy of <a target="_blank" href="https://twitter.com/swardley">Simon Wardley</a>, <a target="_blank" href="https://creativecommons.org/licenses/by-sa/4.0/legalcode">CC BY-SA 4.0</a>.</small></p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<h2>2. Capabilities</h2>
<img class="img-fluid border" src="images/intro-2.png">
<p class="text-center"><small>Courtesy of <a target="_blank" href="https://twitter.com/swardley">Simon Wardley</a>, <a target="_blank" href="https://creativecommons.org/licenses/by-sa/4.0/legalcode">CC BY-SA 4.0</a>.</small></p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<h2>3. Value Chain</h2>
<img class="img-fluid border" src="images/intro-3.png">
<p class="text-center"><small>Courtesy of <a target="_blank" href="https://twitter.com/swardley">Simon Wardley</a>, <a target="_blank" href="https://creativecommons.org/licenses/by-sa/4.0/legalcode">CC BY-SA 4.0</a>.</small></p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<h2>4. Wardley Map</h2>
<img class="img-fluid border" src="images/intro-4.png">
<p class="text-center"><small>Courtesy of <a target="_blank" href="https://twitter.com/swardley">Simon Wardley</a>, <a target="_blank" href="https://creativecommons.org/licenses/by-sa/4.0/legalcode">CC BY-SA 4.0</a>.</small></p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-12 col-xl-8">
<h2 class="mt-3" id="capability-types">Capability Types</h2>
<p>Capabilities can be Activities (what we do), Practices (how we do it), Data (how we measure it), or Knowledge (how we understand it). Their manifestations in the different stages are shown below.</p>
<table class="table table-hover">
<thead>
<tr>
<th scope="col">Stage of Evolution</th>
<th scope="col">
<h4 class="text-danger">I</h4>
</th>
<th scope="col">
<h4 class="text-warning">II</h4>
</th>
<th scope="col">
<h4 class="text-success">III</h4>
</th>
<th scope="col">
<h4 class="text-info">IV</h4>
</th>
</tr>
</thead>
<tbody>
<tr>
<td scope="row" colspan="1"></td>
<td colspan="4">
<svg class="arrow-right">
<use href="#arrow-right"></use>
</svg>
</td>
</tr>
<tr>
<td scope="col">Activities</td>
<td scope="col">
<h4 class="text-danger">Genesis</h4>
</td>
<td scope="col">
<h4 class="text-warning">Custom</h4>
</td>
<td scope="col">
<h4 class="text-success">Product<br />(+rental)</h4>
</td>
<td scope="col">
<h4 class="text-info">Commodity<br />(+utility)</h4>
</td>
</tr>
<tr>
<td scope="col">Practices</td>
<td scope="col">
<h4 class="text-danger">Novel</h4>
</td>
<td scope="col">
<h4 class="text-warning">Emerging</h4>
</td>
<td scope="col">
<h4 class="text-success">Good</h4>
</td>
<td scope="col">
<h4 class="text-info">Best</h4>
</td>
</tr>
<tr>
<td scope="col">Data</td>
<td scope="col">
<h4 class="text-danger">Unmodelled</h4>
</td>
<td scope="col">
<h4 class="text-warning">Divergent</h4>
</td>
<td scope="col">
<h4 class="text-success">Convergent</h4>
</td>
<td scope="col">
<h4 class="text-info">Modelled</h4>
</td>
</tr>
<tr>
<td scope="col">Knowledge</td>
<td scope="col">
<h4 class="text-danger">Concept</h4>
</td>
<td scope="col">
<h4 class="text-warning">Hypothesis</h4>
</td>
<td scope="col">
<h4 class="text-success">Theory</h4>
</td>
<td scope="col">
<h4 class="text-info">Accepted</h4>
</td>
</tr>
</tbody>
</table>
</div>
</div>
<div class="row">
<div class="col-12 col-md-12 col-xl-8">
<h2 class="mt-5" id="determining-movement">Evolutionary Characteristics Cheat Sheet</h2>
<p>The list of characteristics below may help as you determine how evolved something is. If you like, you can click cells to highlight them as you think.</p>
<blockquote class="blockquote">
<p class="mb-0">Don’t worry if some of the terms are confusing... just use what you can. Like Chess, mapping is a craft and you will get better with practice.</p>
<footer class="blockquote-footer">Simon Wardley in <cite title="Finding a Path"><a href="https://medium.com/wardleymaps/finding-a-path-cdb1249078c0" target="_blank">Finding a Path</a></cite></footer>
</blockquote>
<table class="table table-hover mt-3">
<thead>
<tr>
<th scope="col">Stage of Evolution</th>
<th scope="col">
<h4 class="text-danger">I</h4>
</th>
<th scope="col">
<h4 class="text-warning">II</h4>
</th>
<th scope="col">
<h4 class="text-success">III</h4>
</th>
<th scope="col">
<h4 class="text-info">IV</h4>
</th>
</tr>
</thead>
<tbody>
<tr>
<td scope="row" colspan="1"></td>
<td colspan="4">
<svg class="arrow-right">
<use href="#arrow-right"></use>
</svg>
</td>
</tr>
<tr>
<td class="category" scope="row"><strong>Characteristics</strong></td>
<td colspan="5"></td>
</tr>
<tr>
<td class="category" scope="row"><em>Ubiquity</em></td>
<td class="markable">Rare</td>
<td class="markable">Slowly increasing consumption</td>
<td class="markable">Rapidly increasing consumption</td>
<td class="markable">Widespread and stabilising</td>
</tr>
<tr>
<td class="category" scope="row"><em>Certainty</em></td>
<td class="markable">Poorly understood</td>
<td class="markable">Rapid increases in learning</td>
<td class="markable">Rapid increases in use / fit for purpose</td>
<td class="markable">Commonly understood (in terms of use)</td>
</tr>
<tr>
<td class="category" scope="row"><em>Publication Types</em></td>
<td class="markable">Normally describe the wonder of the thing</td>
<td class="markable">Build / construct / awareness and learning</td>
<td class="markable">Maintenance / operations / installation / features</td>
<td class="markable">Focused on use</td>
</tr>
<tr>
<td class="category" scope="row"><strong>General Properties</strong></td>
<td colspan="5"></td>
</tr>
<tr>
<td class="category" scope="row"><em>Market</em></td>
<td class="markable">Undefined market</td>
<td class="markable">Forming market</td>
<td class="markable">Growing market</td>
<td class="markable">Mature market</td>
</tr>
<tr>
<td class="category" scope="row"><em>Knowledge management</em></td>
<td class="markable">Uncertain</td>
<td class="markable">Learning on use</td>
<td class="markable">Learning on operation</td>
<td class="markable">Known / accepted</td>
</tr>
<tr>
<td class="category" scope="row"><em>Market perception</em></td>
<td class="markable">Chaotic (non-linear)</td>
<td class="markable">Domain of experts</td>
<td class="markable">Increasing expectations of use</td>
<td class="markable">Ordered (appearance of being linear) / trivial</td>
</tr>
<tr>
<td class="category" scope="row"><em>User perception</em></td>
<td class="markable">Different / confusing / exciting / surprising</td>
<td class="markable">Leading edge / emerging</td>
<td class="markable">Common / disappointed if not used or available</td>
<td class="markable">Standard / expected</td>
</tr>
<tr>
<td class="category" scope="row"><em>Perception in industry</em></td>
<td class="markable">Competitive advantage / unpredictable / unknown</td>
<td class="markable">Competitive advantage / ROI / case examples</td>
<td class="markable">Advantage through implementation / features</td>
<td class="markable">Cost of doing business / accepted</td>
</tr>
<tr>
<td class="category" scope="row"><em>Focus of value</em></td>
<td class="markable">High future worth</td>
<td class="markable">Seeking profit / ROI?</td>
<td class="markable">High profitability</td>
<td class="markable">High volume / reducing margin</td>
</tr>
<tr>
<td class="category" scope="row"><em>Understanding</em></td>
<td class="markable">Poorly understood / unpredictable</td>
<td class="markable">Increasing understanding / development of measures</td>
<td class="markable">Increasing education / constant refinement of needs / measures</td>
<td class="markable">Believed to be well defined / stable / measurable</td>
</tr>
<tr>
<td class="category" scope="row"><em>Comparison</em></td>
<td class="markable">Constantly changing / a differential / unstable</td>
<td class="markable">Learning from others / testing the water / some evidential support</td>
<td class="markable">Feature difference</td>
<td class="markable">Essential / operational advantage</td>
</tr>
<tr>
<td class="category" scope="row"><em>Failure</em></td>
<td class="markable">High / tolerated / assumed</td>
<td class="markable">Moderate / unsurprising but disappointed</td>
<td class="markable">Not tolerated, focus on constant improvement</td>
<td class="markable">Operational efficiency and surprised by failure</td>
</tr>
<tr>
<td class="category" scope="row"><em>Market action</em></td>
<td class="markable">Gambling / driven by gut</td>
<td class="markable">Exploring a "found" value</td>
<td class="markable">Market analysis / listening to customers</td>
<td class="markable">Metric driven / build what is needed</td>
</tr>
<tr>
<td class="category" scope="row"><em>Efficiency</em></td>
<td class="markable">Reducing the cost of change (experimentation)</td>
<td class="markable">Reducing cost of waste (Learning)</td>
<td class="markable">Reducing cost of waste (Learning)</td>
<td class="markable">Reducing cost of deviation (Volume)</td>
</tr>
<tr>
<td class="category" scope="row"><em>Decision drivers</em></td>
<td class="markable">Heritage / culture</td>
<td class="markable">Analysis & synthesis</td>
<td class="markable">Analysis & synthesis</td>
<td class="markable">Previous experience</td>
</tr>
</tbody>
</table>
<p class="text-center"><small>Based on <a target="_blank" href="https://twitter.com/swardley">Simon Wardley</a>'s <a target="_blank" href="https://blog.gardeviance.org/2016/04/whats-in-wardley-map-and-need-for-cheat.html">Evolutionary Characteristics Cheat Sheet</a>, <a target="_blank" href="https://creativecommons.org/licenses/by-sa/4.0/legalcode">CC BY-SA 4.0</a>.</small></p>
</div>
</div>
<p><a class="btn btn-secondary btn-lg" href="#" onclick="$('#climate-tab').click()" role="button">Next »</a></p> </div>
<div class="tab-pane fade" id="climate" role="tabpanel" aria-labelledby="climate-tab">
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<h1>Climate</h1>
<p>While understanding the competitive Landscape is extremely helpful, it's also important to understand the <strong>Climate</strong> — the external forces acting upon it. These are the broader rules of the game, the patterns of the seasons, and competitor actions.</p>
<p>Below are two patterns you've already encountered.</p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-12 col-xl-8">
<h2>Pattern 1: Everything Evolves Through Supply and Demand Competition</h2>
<p>If the conditions exist that a person or groups of people will strive to gain some form of advantage or control over others due to a constraint (i.e. a limitation of a resource or time or money or people) then we have competition.</p>
<p>If competition exists then the components effected will evolve until they become industrialised. This impacts everything from activities (what we do), practices (how we do something), data (how we measure something) to knowledge (how we understand something).</p>
<table class="table">
<tbody>
<tr>
<td colspan="4">
<svg class="svg-hidden">
<defs>
<symbol id="arrow-right" viewBox="0 0 64 64" preserveAspectRatio="none">
<title>arrow-right</title>
<path d="M62 32l-2-30v18h-62v24h62v18z"></path>
</symbol>
</defs>
</svg>
<svg class="arrow-right">
<use href="#arrow-right"></use>
</svg>
</td>
</tr>
<tr>
<td style="width: 20%;">
<h3 class="text-danger">Genesis</h3>
</td>
<td style="width: 20%;">
<h3 class="text-warning">Custom</h3>
</td>
<td style="width: 30%;">
<h3 class="text-success">Product<br />(+rental)</h3>
</td>
<td style="width: 30%;">
<h3 class="text-info">Commodity<br />(+utility)</h3>
</td>
</tr>
<tr>
<td>
<p>Focus on exploring</p>
</td>
<td>
<p>Focus on learning and developing the craft</strong></p>
</td>
<td>
<p>Focus on refining and improving</p>
</td>
<td>
<p>Focus on ruthlessly removing deviation, industrialising, and increasing operational efficiency</p>
</td>
</tr>
</tbody>
</table>
</div>
</div>
<div class="row">
<div class="col-12 col-md-12 col-xl-8">
<h2>Pattern 2: Characteristics Change as Capabilities Evolve</h2>
<p>The characteristics of a component in the uncharted space are not the same as the characteristics of the same component when it becomes industrialised.</p>
<p>A company has to manage both the extremes along with the evolution between them. It’s really important to remember that there is a transition from uncharted to industrialised. Don’t organise by the extremes alone.</p>
<table class="table">
<tbody>
<tr>
<td colspan="4">
<svg class="svg-hidden">
<defs>
<symbol id="arrow-right" viewBox="0 0 64 64" preserveAspectRatio="none">
<title>arrow-right</title>
<path d="M62 32l-2-30v18h-62v24h62v18z"></path>
</symbol>
</defs>
</svg>
<svg class="arrow-right">
<use href="#arrow-right"></use>
</svg>
</td>
</tr>
<tr>
<td colspan="2"><strong>Uncharted</strong></td>
<td colspan="2" class="text-right"><strong>Industrialised</strong></td>
</tr>
<tr>
<td colspan="2">Chaotic</td>
<td colspan="2" class="text-right">Ordered</td>
</tr>
<tr>
<td colspan="2">Uncertain</td>
<td colspan="2" class="text-right">Known</td>
</tr>
<tr>
<td colspan="2">Unpredictable</td>
<td colspan="2" class="text-right">Measured</td>
</tr>
<tr>
<td colspan="2">Changing</td>
<td colspan="2" class="text-right">Stable</td>
</tr>
<tr>
<td colspan="2">Different</td>
<td colspan="2" class="text-right">Standard</td>
</tr>
<tr>
<td colspan="2">Exciting</td>
<td colspan="2" class="text-right">Obvious</td>
</tr>
<tr>
<td colspan="2">Future Worth</td>
<td colspan="2" class="text-right">Low Margin</td>
</tr>
<tr>
<td colspan="2">Unusual</td>
<td colspan="2" class="text-right">Essential</td>
</tr>
<tr>
<td colspan="2">Rare</td>
<td colspan="2" class="text-right">Ubiquitous</td>
</tr>
<tr>
<td colspan="2">Poorly Understood</td>
<td colspan="2" class="text-right">Defined</td>
</tr>
<tr>
<td colspan="2">Experimentation</td>
<td colspan="2" class="text-right">Volume Operations</td>
</tr>
<tr>
<td colspan="2">Differential</td>
<td colspan="2" class="text-right">Operational Efficiency</td>
</tr>
<tr>
<td colspan="2">Competitive Advantage</td>
<td colspan="2" class="text-right">Cost of Doing Business</td>
</tr>
</tbody>
</table>
</div>
</div>
<div class="row">
<div class="col-12 col-md-12 col-xl-8">
<h1>Table of Climatic Patterns</h1>
<p>Below are Climatic Patterns that can be studied and integrated into strategic thinking about Competition, Components (Capabilities), Finances, Inertia, Prediction, and Speed. Mouse over each cell for more detailed descriptions.</p>
<table class="table table-bordered table-hover table-fixed-width">
<tbody>
<tr>
</tr>
<tr>
<td class="category" rowspan="1">
Competitors
</td>
<td data-toggle="tooltip" title="Climatic patterns are ones that depend upon aggregated market effects e.g. evolution through supply & demand competition. This means that you cannot stop them without preventing competition in the market and the existence of competitors will cause them to happen.">
Competitors actions will change the game
</td>
<td data-toggle="tooltip" title="Competitor actions are an important part of anticipation. In general however this is not something that you can directly control or even anticipate beyond aggregated effects. Fortunately in today’s climate then most competitors act as blind players in which case you do not need to dwell too much on their actions. When you make a move, they are unlikely to understand why or counter you. In the near future, given the potential interest in business algorithms, they maybe even become anticipatable blind automatons following coded secrets of success. In much the same way that Dan Mirvish noted that when Anne Hathaway was in the news, Warren Buffett’s Berkshire Hathaway’s shares went up due to suspected sentiment analysis run by robotic trading platforms. This could make the game even easier.">
Most competitors have poor situational awareness
</td>
<td data-toggle="tooltip" title="">
</td>
<td data-toggle="tooltip" title="">
</td>
</tr>
<tr>
</tr>
<tr>
<td class="category" rowspan="2">
Components
</td>
<td data-toggle="tooltip" title="If the conditions exist that a person or groups of people will strive to gain some form of advantage or control over others due to a constraint (i.e. a limitation of a resource or time or money or people) then we have competition. If competition exists then the components effected will evolve until they become industrialised. This impacts everything from activities (what we do), practices (how we do something), data (how we measure something) to knowledge (how we understand something). The map is never static but dynamic. It’s also important to understand that if competition exists then you will be in conflict with others. Sometimes the best way of resolving this is through coopetition (i.e. cooperative competition) and building alliances. In other cases, depending upon the context, then you have to fight even to the point of a game of last man standing. In any significant landscape then you’re likely to find yourself building alliances on one part of the map whilst at the same time fighting other companies in another and withdrawing from a third. However as the components on your map evolve then your former allies can become foes and vice versa. Microsoft and open source used to be mortal enemies, they’re now often found to be best buddies. To manage such a dynamic and fluid environment then you’re going to need to be able to observe it.">
Everything evolves through supply and demand competition
</td>
<td data-toggle="tooltip" title="Evolution consists of many instances of the same act e.g. a phone, a better phone and an even better phone. Every instance of an evolving act will diffuse through its applicable market. Those markets will change as the act evolves i.e. the market for the first custom built phones is not the same as market for more industrialised phones. The process of evolution can include sustaining, incremental and discontinuous change e.g. product to product improvements or product to product substitution. This path is not smooth, it is not linear, it has many branches and dead ends (e.g. phones that failed). Furthermore the actions of individual players are unpredictable. Hence you can know the direction (e.g. phones will industrialise over time) but not the steps and the exact path taken (this phone will be more successful than that phone) until you have walked it.">
Evolution consists of multiple waves of diffusion with many chasms
</td>
<td data-toggle="tooltip" title="In a competing ecosystem then the pressure for adoption of a successful change increases as more adopt the change. This is known as the “Red Queen” effect i.e. you have to continuously adapt in order to keep still (in terms of relative position to others). The one thing that standing still will guarantee is that you will be overtaken. The Red Queen has a secondary effect which is by adaptation then competitors limit the growth of a single company and prevent a run away process.">
No choice over evolution
</td>
<td data-toggle="tooltip" title="Don’t confuse evolution to a commodity with centralisation. They are governed by different factors and an industrialised component can easily yo-yo between centralised and decentralised forms. Competitor gameplay is one of those factors which determine whether we’re going to start with a more centralised or decentralised world.">
Commoditisation does not equal Centralisation
</td>
</tr>
<tr>
<td data-toggle="tooltip" title="The characteristics of a component in the uncharted space are not the same as the characteristics of the same component when it becomes industrialised. In any large system then you’re likely to have components at different ends of the evolution scale. This leads to the Salaman & Storey Innovation paradox of 2002 i.e. the need to innovate requires polar opposite capabilities to the need to be efficient. However, a word to the wise, a company has to manage both the extremes along with the evolution between them. It’s really important to remember that there is a transition from uncharted to industrialised. Don’t organise by the extremes alone.">
Characteristics change as components evolve
</td>
<td data-toggle="tooltip" title="Because of this changing characteristics there is no one size fits all methods or technique applicable across an entire landscape. You have to learn to use many approaches and so avoid the tyranny of any single one. However, expect tribes to form and endless pointless debates such as agile versus six sigma or outsourcing vs insourcing.">
No single method fits all
</td>
<td data-toggle="tooltip" title="All components can evolve whether activities, practices, data or knowledge but they can also co-evolve. This is commonly seen with the co-evolution of practice (how we do something) with the evolution of an activity (what we do) especially as we shift from products to more industrialised forms. What causes this is the change of characteristics of the activity. DevOps is one such example of co-evolution.">
Components can co-evolve
</td>
<td data-toggle="tooltip" title="">
</td>
</tr>
<tr>
<td class="category" rowspan="2">
Financial
</td>
<td data-toggle="tooltip" title="It is the genesis of new components, enabling new user needs that creates future sources of differential value. I specifically state “enabling” because in many cases the users are unaware of the future needs they might have.">
Higher order systems create new sources of value
</td>
<td data-toggle="tooltip" title="Genesis of a component is inherently uncertain but it is also the point at which a component has its highest future value. You have to gamble with the novel but there’s also the potential for huge rewards. As the component evolves, its potential for differential value declines as it becomes more ubiquitous in its applicable market. This also means that any component that has not reached ubiquity must retain some uncertainty and some element of risk. The only conditions where a well understood, almost risk free component exists that is not ubiquitous and is of high value is when there is some form of restriction on competition e.g. a constraint through patents or monopoly. Care must also be taken not to confuse the terms common as in “everyone has one” with ubiquity to its applicable market. Many components have resource constraints (e.g. gold) or the market need is specific (e.g. wigs for barristers and judges).">
Future value is inversely proportional to the certainty we have over it.
</td>
<td data-toggle="tooltip" title="Whilst evolution does result in more efficient provision of a component this should be not be confused with a reduction of spending on it. In many cases there is a long tail of unmet demand that efficiency will enable or previously uneconomical acts that become feasible or even the creation of new industries that result in greater demand. This is known as Jevon’s paradox.">
Efficiency does not mean a reduced spend
</td>
<td data-toggle="tooltip" title="The constant evolution of components and creation of higher order systems that then evolve means we are always moving to a more ordered environment by reducing local entropy. This requires the constant input of greater amounts of energy though in some cases this can be hidden due to efficiency gains from previous wasteful consumption.">
Evolution to higher order systems results in increasing energy consumption
</td>
</tr>
<tr>
<td data-toggle="tooltip" title="The lines on the map represent flows of capital whether it’s between two existing components or a component and its future more evolved self. Financial capital will seek the area of most consistent return. Hence in the evolution from product to a utility then capital will tend to move away from the pre-existing product forms and towards the more industrialised component and the new industries built upon it.">
Capital flows to new areas of value
</td>
<td data-toggle="tooltip" title="The combination of inertia, a punctuated equilibrium, the red queen and co-evolution of practice means that as we shift across a boundary e.g. product to utility then we tend to get rapid destruction of the past (from business models to practice) along with creation of the new (industry and practices). This was described as creative destruction by Joseph Schumpeter.">
Creative Destruction
</td>
<td data-toggle="tooltip" title="">
</td>
<td data-toggle="tooltip" title="">
</td>
</tr>
<tr>
<td class="category" rowspan="1">
Inertia
</td>
<td data-toggle="tooltip" title="Any past success with a component will tend to create resistance to changing that component. There are many different forms of inertia.">
Success breeds inertia
</td>
<td data-toggle="tooltip" title="The more success we have had with a component then the more resistance and bias we have against it changing.">
Inertia increases the more successful the past model is
</td>
<td data-toggle="tooltip" title="Contrary to popular belief, it’s not a lack of innovation that harmed companies such as Blockbuster and Kodak but instead inertia to change created by past success. Both these companies helped develop the future industries but suffered at the hands of their past business models.">
Inertia can kill an organisation
</td>
<td data-toggle="tooltip" title="">
</td>
</tr>
<tr>
</tr>
<tr>
<td class="category" rowspan="2">
Prediction
</td>
<td data-toggle="tooltip" title="The only consistent mechanism I’ve found for measuring evolution is ubiquity and certainty i.e. how well understood, complete and / or fit something is for the environment.">
You cannot measure evolution over time or adoption
</td>
<td data-toggle="tooltip" title="By definition, the novel and new are more uncertain than industrialised components such as commodities and utilities. The uncharted space consists of the unknown i.e. “Ere be dragons”.">
The less evolved something is then the more uncertain it is
</td>
<td data-toggle="tooltip" title="Not everything is uncertain within the map. There are various aspects which can be anticipated though the level of predictability is not uniform. In some cases you can say what will happen due to aggregated market effects (e.g. this act will evolve) but not precisely when the next iteration of a more evolved product will appear (e.g. it depends upon actors action). In other cases you can anticipate both the what and the when.">
Not everything is random
</td>
<td data-toggle="tooltip" title="The economy demonstrates cycles such as the peace, war and wonder cycle. We start with the wonder of a new, uncommon and poorly understood thing. As we learn more then the applicable market grows and products are produced. New giants form and dominate a rather peaceful time of sustaining competition. There is some disruption (i.e. product to product substitution) and the competition is still fierce but the giants generally weather these storms. Then the act evolves to more industrialised forms, new entrants become the new titans, past giants tend to fall being stuck behind inertia barriers created from their own success. This is the time of war where competition becomes life threatening for those past giants. New industries built on the industrialised components form and a new state of wonder is born.">
Economy has cycles
</td>
</tr>
<tr>
<td data-toggle="tooltip" title="There is more than one form of disruption such as the unpredictable product to product substitution to the more predictable product to utility substitution. The latter can be anticipated through weak signals.">
Two different forms of disruption
</td>
<td data-toggle="tooltip" title="The industrialisation of an act will tend to cause co-evolution of practice and changes to how organisations operate. If the component is significant then this can lead to a new form of organisation.">
A “war” (point of industrialisation) causes organisations to evolve
</td>
<td data-toggle="tooltip" title="">
</td>
<td data-toggle="tooltip" title="">
</td>
</tr>
<tr>
<td class="category" rowspan="1">
Speed
</td>
<td data-toggle="tooltip" title="Genesis begets evolution begets genesis. The industrialisation of one component enables novel higher order systems to emerge through componentisation effects. But it also enables new features for existing products to appear or even the evolution of other components. The industrialisation of mass communication to a standardised utility such as the internet enabled the industrialisation of computing to a utility. I use the word innovation to describe all those changes from the genesis of a new act, feature differentiation of an existing act or a change of business model (e.g. shift from product to utility). The evolution of one component and its efficient provision enables innovation of others.">
Efficiency enables innovation
</td>
<td data-toggle="tooltip" title="Evolution consists of many diffusion curves. If a means of communication evolves to a more industrialised form — whether printing press, postage stamp, telephone, the internet — then the speed of diffusion curves can increase. This in turn can accelerate the rate at which future components evolve. Care should be taken here, not to confuse faster evolution with us becoming more innovative as a people. Certainly we have greater opportunity to build new things but don’t assume we’re getting smarter.">
Evolution of communication can increase the speed of evolution overall
</td>
<td data-toggle="tooltip" title="There can often be a perception that change is gradual because one instance of a component (e.g. a product) is replaced by another in the same stage of evolution (i.e. a more feature complete product). This illusion of smooth and gradual change lulls us into a false sense of security that all change is such.">
Change is not always linear
</td>
<td data-toggle="tooltip" title="The shift across a boundary e.g. from custom to product or from product to commodity tend to visibly exhibit rapid exponential change and a shift from the past. This is known as a punctuated equilibrium.">
Shifts from product to utility tend to demonstrate a punctuated equilibrium
</td>
</tr>
<tr>
</tr>
</tbody>
</table>
<p class="text-center"><small>Courtesy of <a target="_blank" href="https://twitter.com/swardley">Simon Wardley</a>, <a target="_blank" href="https://creativecommons.org/licenses/by-sa/4.0/legalcode">CC BY-SA 4.0</a>.</small></p>
</div>
</div>
<p><a class="btn btn-secondary btn-lg" href="#" onclick="$('#doctrine-tab').click()" role="button">Next »</a></p> </div>
<div class="tab-pane fade" id="doctrine" role="tabpanel" aria-labelledby="doctrine-tab">
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<h1>Doctrine</h1>
<p>With an understanding of the Landscape and the external forces acting on it (Climate), next is the training of your people in the standard ways of operating and the techniques that you almost always should apply.</p>
<p>Below is one of the doctrinal principals worth considering carefully.</p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-8 col-xl-6">
<h2>Principle 1: Use Appropriate Methods</h2>
<p>In any large system, multiple methods (e.g., agile or lean or six sigma) may be used at the same time. You will need to be mindful of the particular context where each is appropriate.</p>
<img class="img-fluid border" src="images/methods.png">
<p class="text-center"><small>Courtesy of <a target="_blank" href="https://twitter.com/swardley">Simon Wardley</a>, <a target="_blank" href="https://creativecommons.org/licenses/by-sa/4.0/legalcode">CC BY-SA 4.0</a>.</small></p>
</div>
</div>
<div class="row">
<div class="col-12 col-md-12 col-xl-8">
<h1>Table of Doctrinal Principles</h1>
<p>Below are Doctrinal Principles that can be studied and integrated into organizational behavior. Simon recommends starting with the basics (Phase 1). Mouse over each cell for more detailed descriptions, and click cells multiple times to make a self assessment, rotating through weak, warning, good, and neutral (undetermined) statuses.</p>
<p class="lead"></p>
<h4 class="mt-3">Phase 1: Stop Self-Destructive Behavior</h4>
<table class="table table-bordered table-hover table-fixed-width">
<tbody>
<tr>
</tr>
<tr>
<td class="category" rowspan=1>
Communication
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="A necessity for effective collaboration is a common language. Maps allow many people with different aptitudes (e.g. marketing, operations, finance and IT) to work together in order to create a common understanding. Collaboration without a common language is just noise before failure.">
Use a common language <em>(necessary for collaboration)</em>
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="Maps allow for assumptions to be visually exposed. You should encourage challenge to any map with a focus on creating a better map and a better understanding. Don’t be afraid of challenge, there is no place for ego if you want to learn.">
Challenge assumptions <em>(speak up and question)</em>
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="There is a reasonably strong correlation between awareness and performance, so focus on this. Try to understand the landscape that you are competing in and understand any proposals in terms of this. Look before you leap.">
Focus on high situational awareness <em>(understand what is being considered)</em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
</tr>
<tr>
</tr>
<tr>
<td class="category" rowspan=1>
Development
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="When mapping a landscape then know who your users are e.g. customers, shareholders, regulators and staff.">
Know your users <em>(e.g. customers, shareholders, regulators, staff)</em>
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="An essential part of mapping is the anchor of user needs. Ideally you want to create an environment where your needs are achieved by meeting the needs of your users. Be mindful that these needs will evolve due to competition and in the uncharted space they are uncertain. Also, be aware that users may have different and competing needs and be prepared to balance the conflict.">
Focus on user needs <em></em>
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="Use multiple maps to help you remove duplication and bias within an organisation. You will often find in any large organisation that there are people custom building what is a commodity or rebuilding something that exists elsewhere. Remember, that they’re not doing this because they’re daft but because of pre-existing inertia or the lack of any effective communication mechanism i.e. they simply don’t know it exists elsewhere. Be warned, the level of duplication within most organisations vastly exceeds any expectations that they might have and you’re often treading on the toes of someone’s pet project. Large distributed companies often talk about duplication in the single digits e.g. we have six enterprise content management systems. They tend to react in horror when it is “discovered” that they have hundreds or even “thousands”. People can get very defensive in this space and want to shut you down.">
Remove bias and duplication <em></em>
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="Try to avoid the tyranny of one. Understand that there is no magic solution and that you have to use multiple methods (e.g. agile or lean or six sigma) as appropriate. In any large system, multiple methods may be used at the same time. Be mindful of ego here, tribes can form with almost religious fervour about the righteousness of their method. Have fortitude, you’ll often find you’re arguing against all these tribes at the same time.">
Use appropriate methods <em>(e.g. agile vs lean vs six sigma)</em>
</td>
</tr>
<tr>
</tr>
<tr>
<td class="category" rowspan=1>
Learning
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="The purpose of mapping is not just to create a map and a shared understanding but also to learn climatic patterns, doctrine and context specific play. Maps provide a systematic way of doing this as long as you collate, review and learn from them. Have a bias towards such learning and the use of data.">
Use a systematic mechanism of learning <em>(a bias towards data)</em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
</tr>
<tr>
</tr>
<tr>
<td class="category" rowspan=1>
Operations
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="Know the details, use small teams and break large landscapes into small contracts. Don’t be chased away by fears of complexity of management.">
Think small <em>(as in know the details)</em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
</tr>
<tr>
</tr>
</tbody>
</table>
<h4 class="mt-3">Phase 2: Becoming More Context Aware</h4>
<table class="table table-bordered table-hover table-fixed-width">
<tbody>
<tr>
</tr>
<tr>
<td class="category" rowspan=1>
Communication
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="Have a bias towards openness within your organisation. If you want to effectively learn about the landscape then you need to share your maps with others and allow them to add their wisdom and their challenge to the process. Building maps in secret in your organisations is a surefire way of having a future meeting where somebody points out the blindingly obvious thing you have missed.">
Be transparent <em>(a bias towards open)</em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
</tr>
<tr>
</tr>
<tr>
<td class="category" rowspan=2>
Development
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="Try to focus on the outcome and what you’re trying to achieve. Realise that different types of contract will be needed e.g. outsourced or time and material based or worth based development. Along with a focus on outcomes, try and keep contracts constrained in terms of time and budget.">
Focus on the outcome not a contract <em>(e.g. worth based development)</em>
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="There will always be edge cases or a way to make something more perfect but if what you’re building could use a component that already exists then try to avoid the urge to re-invent it. If you’re a taxi company then investing your funds into making that perfect tyre will not help your business. Always challenge when you depart from using something that already exists. The old adage of “It doesn’t matter if the cat is black or white as long as it catches mice” is relevant here.">
Be pragmatic <em>(it doesn't matter if the cat is black or white so long as it catches mice)</em>
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="You’ll likely to use other tools alongside mapping when scenario planning and examining the viability of different points of attack. This can include financial models to my current favourite of business model canvas.">
Use appropriate tools <em>(e.g. mapping, financial models)</em>
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="Break large systems down into small components, use and re-use inexpensive components where possible, constrain budgets and time, build as simply and as elegantly as possible.">
Think fast, inexpensive, restrained, and elegant <em>(FIRE, formerly FIST)</em>
</td>
</tr>
<tr>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="If something is industrialised and if standards exist then try to use them. There’s always a temptation to build a better standard but avoid this or building abstraction layers on top of other “standards” unless you have an extremely compelling reason to do so. If you need a toaster, buy a toaster and don’t try building one from scratch.">
Use standards where appropriate <em></em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
</tr>
<tr>
<td class="category" rowspan=1>
Leading
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="The speed at which you move around the cycle is important. There is little point implementing FIRE like principles in developing a system if it takes you a year to make decision to act. An imperfect plan executed today is better than a perfect plan executed tomorrow.">
Move fast <em>(an imperfect plan executed today is better than a perfect plan executed tomorrow)</em>
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="Understand that strategy is iterative. You need to adapt in fast cycles according to the changing environment. The best you can hope for is a direction, a constant process of learning and improvement of your gameplay along the way.">
Strategy is iterative not linear <em>(fast reactive cycles)</em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
</tr>
<tr>
</tr>
<tr>
<td class="category" rowspan=1>
Learning
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="Do not attempt to create the perfect map. Have a bias towards action because the landscape will change and you will discover more through action. You learn by playing the game.">
A bias towards action <em>(learn by playing the game)</em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
<td class="" data-toggle="tooltip" title="">
<em></em>
</td>
</tr>
<tr>
</tr>
<tr>
<td class="category" rowspan=1>
Operations
</td>
<td class="rotated-markable rotated-markable-neutral" data-toggle="tooltip" title="In any system there is risk. Use the maps where possible to help you understand failure modes, what can go wrong and what will be impacted if a component fails. Try where possible to mitigate risks by distributing systems, by designing for failure and by the constant introduction of failure (use of chaos engines such as Netflix’s chaos monkey). Avoid known failure modes such as building large scale (death star) like efforts.">