Maps are Weapons

Maps are Weapons

• 1.
  Marcus Guest MBA[email protected] +7 (915) 234 6653 Wardley Maps CC3.0
• 2.
  Many businesses faceserious issues today 1. Business alignment issues 2. Communication failures 3. Concerns over disruption 4. Issues with new competitors 5. Lack of innovation 6. Expensive project failures 7. Inertia to change 8. Struggles implementing “big data” “agile” “digital transformation” etc.
• 3.
  “Best” practices areoften past practices that make problems worse Constant restructuring as new capabilities get bolted on, then abandoned as it fails — to be repeated as the next ‘meme’ appears ‘Low-hanging opportunities’ missed and lots of ‘no-hope projects’ launched aimed at meeting needs customers often don’t have Compliance driven through internal KPIs — exacerbating silo thinking and hindering alignment around strategic priorities “Best” practice (e.g. “let’s go agile!”) adopted with no strategic understanding as to why ‘this’ and not something else
• 4.
  Businesses should adopttools experts use to navigate uncertain environments
• 5.
  Maps reveal thebig picture, options for action and a mechanism for learning as you go 1. Display superior understanding of context in decision-making 2. Can articulate problems and solutions with uncommon clarity 3. Systematically notice strategic opportunities others miss. Example: (Advanced) Power Map Organisations using Power Maps* * Power Maps based on Wardley Maps (cc 3.0)
• 6.
  Power Maps helpdeliver what businesses want by addressing what they need Business Needs to Address How Maps Can Deliver Business Wants 1 Business alignment issues Get Fit for Purpose Everyone pulling in the right direction 2 Communication failures Bridging Silos Effective cross-silo cooperation 3 Concerns over disruption Bridging the Future To invest in the right technologies 4 Issues with new competitors Bridging Strategy & Execution To outcompete rivals 5 Lack of innovation Innovation Boost To “wow” customers 6 Expensive project failures Spend Control Improved returns on investments 7 Inertia to change Overcoming Resistance To respond effectively to change 8 Struggles implementing “big data”, “agile” etc. Horses for Courses To use methods that work 9 We have no issues thanks! Getting Even Fitter To get ahead of the curve
• 7.
  9. Getting EvenFitter To get ahead of the curve
• 8.
  Ensure your organisationis fit to act by mapping to see what’s happening and anticipating the future The Strategy Cycle Sun Tzu’s Five Factors The Two Types of Why Map Anticipate Fitness Act 100-Day Plan
• 9.
  “100 Day GetFit Plan” increases your organisation’s ability to compete effectively in an uncertain world 5 Strategy Factors Focus on Key Questions Companies with this 1. Purpose Scope What do you do and why? (Provides ‘moral imperative’ — why others should believe in you) Common Pre- workshop (day 1) Transactions Which core transactions do you undertake with OTHERS?(include those you might want to undertake) Uncommon Users Who are these OTHERS (ie your users)? Quite rare 2. Landscape 3. Climate User Needs What do your customers actually need? Rare Workshop 1 (day 2) Value Chain What is required to meet those needs? (eg the relationship between components) Rare Context How evolved are components/how are they changing? Very rare 4. Doctrine Tactics Have you removed duplication, ensured efficient flow between components and that appropriate methods are being used (ie stopped self-harm)? Very rare Workshop 2 (day 31)Learning Do you understand common economic patterns of change and repeatable gameplay? Very rare Structure Organisation and culture (including a common lexicon) to enable autonomy, mastery and purpose Uncommon 5. Leadership Strategy Can you anticipate change and set a viable direction? Common Workshop 3 (day 91)
• 10.
  Practical workshops designedto help your organisation start shaping (not just adapting to) the future Workshop 1 Situational Awareness (Stop Self-Harm) Workshop 2 Challenge Assumptions (Get Fit 1) Workshop 3 Shaping the Future (Get Fit 2) Morning session Introduction to Mapping: Any Map better than no Map CUSTOMER NEEDS Removing Duplication & Bias Distributing Power: No ‘One Culture’ — PST Model Design for Constant Evolution Afternoon session Learning to Map: VALUE CHAIN EVOLUTION Challenging Assumptions Tactics: Appropriate Methods Think Small (Contracts) Manage Inertia Optimise Flow Strategy as Iteration: Components can Co-evolve Future Value & Uncertainty Punctuated Equilibrium Not Everything is Random Economy has Cycles Evening session Climate-Doctrine & Strategic Gameplay: Anticipating the Future Strategic Gameplay: ILC Learning & Structure: Evolution and Uncertainty One Size Doesn’t Fit All Think Small (Teams) Think Aptitude and Attitude Strategic Gameplay: Scenario Break option here
• 11.
  Getting the organisationfit is the first step in managing its evolution in the Age of Digital 100 Day Get Fit Plan Phase 1 Customer Revolution Horizon Scanning Phase 2 Context-Specific Strategy Phase 3 STAGES Digital Transformation
• 12.
  Marcus Guest isa leading member in the Cognitive Edge (Cynefin) global network, focused on rejuvenating management practices in a more complex and unpredictable world. He is pioneering the use of Power Maps* across Russia — enabling organisations to navigate uncertainty more effectively, so they can shape the future instead of just adapting to it. Previously, Marcus held leadership roles at a Scandinavian multi- national, a US-owned professional services firm, and a Russian holding company — as well as several years as a strategy consultant in the Big 4. He has an MBA from Warwick Business School, (UK) and lectures in Complexity & Innovation at the National University of Science & Technology (MISiS), in Moscow. [email protected] + 7 (915) 234 6653 powermaprussia.ru * Based on Wardley Maps, released under creative commons 3.0 license