This introduction to Strategy with Wardley Maps covers: * What is Wardley Mapping? * The Problem & Value of Mapping * Elements of a Map * Overview of the Strategy Cycle * A couple of Climatic Patterns * Several examples First run @ Wardley Maps London September 2020 as a talk + workshop. https://www.meetup.com/Wardley-Maps-London Recording will be posted soon. It is released CC-by-SA, and is based on Simon Wardley's work available on https://medium.com/wardleymaps

1. ?
Evolution
ValueChainvisibleinvisible
Genesis Custom Product
(+ rental)
Commodity
(+ utility)
uncharted industrialised
?
?
?
?
?
?
?
?
an introduction to
Wardley Maps
?
Decide Act
Purpose
The
“gam
e”
Landscape
Climate
Doctrine
Leadership
Orient
Observe
why of
purpose
why of
movement
Complex
Adaptive

2. Attribution & License
- This content is based on the works of Simon Wardley,
released under CC-by-SA 4.0 and publicly available at:
- Some examples and descriptions are my own; they are
also released under CC-by-SA 4.0
medium.com/wardleymaps

3. Image: Mark Fowler
Hi, I’m Steve
Then
Learned value chain mapping from
Simon & James at Fotango.
Used at a number of organisations.
Now
Founder @ Complex Adaptive.
LEF’s Wardley maps research group.
Training & certification standards
(GCATI)

4. The Plan
Intro
- What’s Wardley Mapping, The Problem, Value of Mapping, Example
Elements of a Map
- User Needs, Components, Value Chain, Visibility, Evolution
- Example
- 6 Attributes of Any Map
Strategy Cycle
- The Two Whys, Sun Tzu’s 5 factors, John Boyd’s OODA loop
Workshop

5. Intro

6. Visibility
What’s a
Wardley Map?
User
needs
needs
needs
needs
needs
needs
needs
A chain of needs drawn
from the perspective of
a user.
more visible @ top
less visible @
bottom

7. Visibility
Evolution
What’s a
Wardley Map?
User
needs
needs
needs
needs
needs
needs
needs
Each link represents
some flow of value (eg:
value, finance, energy,
risk, CO2, etc.)
Flow of Value
Flow of Finance

8. Visibility
Evolution
What’s a
Wardley Map?
User
needs
needs
needs
needs
needs
needs
needs
With the added
dimension of Evolution
newer @ left industrialised @ right

9. Visibility
Example:
A Cup of Tea
Evolution
needs
needs
Cup of Tea
Homemade
Mug Tea
Water
Milk
Steve
Hot Water
Kettle
Electricity
needs
needs
needs
needsneeds
needs

10. Wardley Mapping is much more
than the map

11. Another day :-)
Maps Strategy Cycle
Climatic Patterns Universal Doctrine Context Specific Gameplay
Principles
✘
✘o
✘o
✘o
✘o
✘o
o

12. The Problem?
Business Strategy suffers from:
● Lack of a Common Language
● Lack of Situational Awareness
● Copy-cat approaches
● Over-reliance on storytelling
In high situational awareness environments:
1. Navigation tends to be visual
2. Learning occurs from context-specific actions
3. Strategy is based on position, movement &
capability
image: wikipedia

13. The Value of Wardley Mapping
1.3.1 Situational awareness
1.3.2 Common language
1.3.3 Develop & communicate strategy
1.3.4 Intelligent outsourcing
1.3.5 Select appropriate methods for a given context
1.3.6 Guide organisational design
1.3.7 Scenario planning
- draft Foundations Body of Knowledge
Communication
Learning
A tool for:

14. Real-World Example

15. Evolution
ValueChainvisibleinvisible
Genesis Custom Product
(+ rental)
Commodity
(+ utility)
uncharted industrialised
Modal
Digital’s
Value
Chain
Modal’s
Customer
E-commerce Site
needs
needsE-commerce
Consulting
Hosting
(eg: AWS,
Azure, Google
Cloud)
E-commerce
Framework
User Interface
Customisations
Third Party
Integrations
User Experience
& Interface
Design
Bespoke
Customisations
Technical
Support
Remote-first
workforce
Remote-first
customers

16. Evolution
ValueChainvisibleinvisible
Genesis Custom Product
(+ rental)
Commodity
(+ utility)
uncharted industrialised
Modal’s
Customer
E-commerce Site
needs
needs
E-commerce
Platform as a
Service
(eg: SFCC,
Shopify)
competition
standards
competition
& standards
Hosting
(eg: AWS,
Azure, Google
Cloud)
E-commerce
Framework
new
behaviour
User Interface
Customisations
future
competition
Third Party
Integrations
User Experience
& Interface
Design
product
add-onsBespoke
Customisations
future
consolidation
E-commerce
Consulting
Technical
Support
Modal
Digital’s
Value
Chain
Already
under
threat!
Inertia

17. Inertia
Climatic Pattern
Past
Success
breeds
INERTIA

18. Evolution
ValueChainvisibleinvisible
Genesis Custom Product
(+ rental)
Commodity
(+ utility)
uncharted industrialised
Modal’s
Customer
E-commerce Site
E-commerce
Platform as a
Service
(eg: SFCC,
Shopify)
Hosting
(eg: AWS,
Azure, Google
Cloud)
E-commerce
Framework
User Interface
Customisations
Third Party
Integrations
User Experience
& Interface
Design
Bespoke
Customisations
E-commerce
Consulting
Technical
Support
Modal
Digital’s
Value
Chain
COVID-19
impact
✘
✘
cost⬇
efficiency⬆

19. Evolution
ValueChainvisibleinvisible
Genesis Custom Product
(+ rental)
Commodity
(+ utility)
uncharted industrialised
Modal’s
Customer
E-commerce Site
E-commerce
Platform as a
Service
(eg: SFCC,
Shopify)
Hosting
(eg: AWS,
Azure, Google
Cloud)
E-commerce
Framework
User Interface
Customisations
Third Party
Integrations
User Experience
& Interface
Design
Bespoke
Customisations
E-commerce
Consulting
Technical
Support
Modal
Digital’s
Value
Chain
COVID-19
impact
✘
✘
cost⬇
efficiency⬆
Exaptation
Using something for a purpose it was
not originally adapted or selected
for.

20. Evolution
ValueChainvisibleinvisible
Genesis Custom Product
(+ rental)
Commodity
(+ utility)
uncharted industrialised
Modal’s New
Customer
User Interface
Customisations
Third Party
Integrations
User Experience
& Interface
Design
Bespoke
Customisations
Technical
Support
Modal
Digital’s
Value
Chain
??
needsneeds
Exaptation
Decompose into
smaller
components

21. Evolution
ValueChainvisibleinvisible
Genesis Custom Product
(+ rental)
Commodity
(+ utility)
uncharted industrialised
Modal’s New
Customer
Modal
Digital’s
Value
Chain
?
needs
Decompose →
find novel uses
User Interface
Customisations
User Experience
& Interface
Design

22. Why a Map?

23. Attributes of a Map
Visual
Context
Position
Components
Movement
Anchor

24. Elements of a Map

25. Unless you’re living in a bubble,1
you need to meet the needs of
your users to survive.
User Needs
Exercise
needs
Music
needs
The Anchor of a Wardley Map
1 - some organisations do!

26. Who are they?
What do they
actually need?
What needs are
they serving?
Who are their
users?
Focus on your Users’ Needs
How are their
needs changing?
How do I meet
their needs?

27. Components
Exercise
The entities of a Wardley Map
Component
label
CDs
Point of
change
Streaming
Anticipated
component
(future)

28. Four Types
Activities
Practices
Data
Knowledge
Components
Exercise
The entities of a Wardley Map

29. Example Components
Blood Test
Annual Blood Works
Cell Morphology Images
tCECs ⇒ cancer
@ early stages
Activity
Practice
Data
Knowledge
Tumour-derived endothelial cells
are created by all spreading forms of cancer.
They circulate in the bloodstream in
early stages, and are detectable in blood
samples with certain biomarkers.
Cancer Detection
Best Practice
(recommended by GPs)
Commonly available
(at hospitals, labs, GPs, etc.)
Cell Database

30. Running Store
Value Chain
Exercise
Music
The entities of a Wardley Map
Trainers
Studio
Components
Activities, practices, data or
knowledge
Interface
Connection or link between
components
Electricity

31. Granularity
Fractal Nature of Maps
E-commerce
Site
Exercise
needs
Music
needs
Trainers
Studio
Running StoreA Person
Store
Running
Store
Stock
Management
Staff
Lighting
HVAC
Electricity
Security
Treadmill
Electricity

32. Visibility
Exercise
needs
Music
needs
Trainers
Studio
A Person
Running Store
Electricity
More Visible to User
Less Visible to User

33. Evolution

34. Yesterday’s
hot stuff

35. Today’s
boredom
Yesterday’s
hot stuff

36. Evolution
In any industrial setting:
1. Novel & new things constantly appear
2. Useful things get copied & gain traction
3. They improve & spread until they become common
This happens as a result of competition around supply & demand.

37. Focus:
Four Stages of Evolution
Genesis Custom Product
(+ rental)
Commodity
(+ utility)
Exploration
Unique. Very rare.
Uncertain.
Newly discovered.
Constantly changing.
Learning & Craft
Very uncommon.
Still learning.
Individually made.
Frequent changes.
Refine & Improve
Increasingly common.
Better understood.
Repeatable process.
Increasing stability.
Slow to change.
Remove deviations.
Operational efficiency.
Widespread.
Well defined.
High volume, scalable.
Fixed.
I II III IV

38. Evolution
Cheat
Sheet
@swardley 2016, CC-BY-SA medium.com/wardleymaps

39. EvolutionGenesis Custom Product
(+ rental)
Commodity
(+ utility)
Example: Nuts & Bolts
sources:wikipedia,boltscience.com
screw
thread
Food
press
screw
thread400 BC
Screw threads can be traced
back to the time of Plato, 400 BC.
They were custom made by hand
from wood by craftsmen. One of
the first applications was a food
press (olive oil, grape juice)
to get a better feel for these four stages

40. EvolutionGenesis Custom Product
(+ rental)
Commodity
(+ utility)
Water
screw
Example: Nuts & Bolts
sources:wikipedia,boltscience.com
screw
thread
Food
press
Water
screw
200 BC400 BC
Around 200 BC, Archimedes
created water screws to raise
water for land irrigation & drain
water from ships

41. EvolutionGenesis Custom Product
(+ rental)
Commodity
(+ utility)
Example: Nuts & Bolts
400 BC
sources:wikipedia,boltscience.com
1500s
screw
thread
Metal
screw
Armour Watches
Smith
Not much happened for a very
long time… In the 1500’s metal
screws appeared in watches &
armour. Threads were still made
by hand.

42. EvolutionGenesis Custom Product
(+ rental)
Commodity
(+ utility)
Example: Nuts & Bolts
400 BC
sources:wikipedia,boltscience.com
1500s
screw
thread
Metal
screw
Armour Watches
Smith
Screw cutting
lathe1569
Inertia
In 1569, a screw-cutting lathe was
invented, but didn’t take off.

43. EvolutionGenesis Custom Product
(+ rental)
Commodity
(+ utility)
Example: Nuts & Bolts
400 BC
sources:wikipedia,boltscience.com,trainhistory.net
screw
thread
Screw cutting
lathe1569
Screw cutting
lathe
Precision
screw
1700s
Precision
Instruments
Steam
train1774
Lathes advanced in 1700’s,
enabling precise threads &
screws, which in turn enabled
precision instruments like
micrometers, and ultimately
steam engines.

44. EvolutionGenesis Custom Product
(+ rental)
Commodity
(+ utility)
Example: Nuts & Bolts
400 BC
sources:wikipedia,boltscience.com,trainhistory.net
screw
thread
Screw cutting
lathe1569
Screw cutting
lathe
Precision
screw
1700s
Precision
Instruments
Steam
train1774
Still no such thing as
standardisation. The bolts of
one company would not fit the
nuts of another.

45. EvolutionGenesis Custom Product
(+ rental)
Commodity
(+ utility)
Standardised components enable higher-order systems.
Example: Nuts & Bolts
400 BC
sources:wikipedia,boltscience.com
1898
screw
thread
Screw cutting
lathe
Inertia
Metric threads mostly
standardised in 1898. But groups
like Swiss watch manufacturers
had a vested interest in keeping
things as-is, and resisted.
standard
metric thread

46. EvolutionGenesis Custom Product
(+ rental)
Commodity
(+ utility)
Standardised components enable higher-order systems.
Example: Nuts & Bolts
400 BC
sources:wikipedia,boltscience.com
standard
metric thread
Precision
screw
Precision
Instruments
ISO
threads
CERN
1947
Bridge Mobile
phone
The
Shard
Train Car
Couch
Threads were standardised in
1947 by ISO. Now, everything
from the particle accelerator at
CERN and the couch in your
living room depends on these
standardised screw threads.

47. Climatic Pattern
Standardised
components enable
higher-order systems.
Standard
component
Higher-order
component

48. Attributes of a Map?
Exercise
needs
Trainers
Studio
A Person
Electricity
Visibility
Evolution
Personal
Trainer
Visual
Context
Position
Components
Movement
Anchor

49. The Strategy Cycle
Strategy is non-linear & iterative.
Understanding context is the key.
Acting is essential to Learning.

50. Decide Act
Purpose
The
“gam
e”
Landscape
Climate
Doctrine
Leadership
Orient
Observe
why of
purpose
why of
movement
Wardley’s
Strategy Cycle
The Two Why’s
Sun Tzu’s Five Principles
Boyd’s OODA Loop

51. The Two Whys
1. Purpose.
As CEO of Fotango, Simon found that
he was jumping straight from defining
Purpose into deciding a strategy &
acting.
After a lot of self reflection, he
realised he was missing a huge
part of strategic thinking
why of
purpose

52. why of
purpose
why of
movement
2. Movement
He likened this to a game of chess, where
the situation you’re in defines your why of
movement. To do well, situational
awareness is key, hence maps.
The Two Whys

53. Sun Tzu’s
Five Factors
Image: Amazon

54. Purpose
Your moral imperative.
What you’re doing, and why you’re
doing it.
Purpose is not fixed.
Purpose
①

55. A description of your environment.
Business:
● Your users and their needs
● Your capabilities
● Suppliers capabilities
Military:
● Landscape features & obstacles
● Troop positions
Landscape
Purpose
Landscape
②

56. Climate
The forces acting on your environment.
You can’t choose these, but you can
discover & exploit them.
Actions of your competitors. Shifts in
demand. Regulations. Seasons.
Purpose
Landscape
Climate
③

57. Doctrine
The set of principles and beliefs
that govern your organisation.
Standard operating procedures.
Training of your people.
Purpose
Landscape
Climate
Doctrine
④

58. Leadership (aka Strategy)
The strategy you choose.
How you mobilise your
organisation.
Always context-specific.
Purpose
Landscape
Climate
Doctrine
Leadership
⑤

59. Purpose
Landscape
Climate
Doctrine
Leadership
⑤
Purpose
Landscape
Climate
Doctrine
Leadership
why of
purpose
why of
movement
Wardley’s Strategy
Cycle so far…
The Two Why’s
Sun Tzu’s Five Principles

60. John Boyd’s
OODA Loop
image: wikipedia

61. John Boyd’s OODA Loop
image: wikipedia

62. Decide Act
Purpose
The
“gam
e”
Landscape
Climate
Doctrine
Leadership
Orient
Observe
why of
purpose
why of
movement
Wardley’s
Strategy Cycle
The Two Why’s
Sun Tzu’s Five Principles
Boyd’s OODA Loop

63. Mapping is a craft you must
practise to learn

64. @swardley
“All maps are
imperfect representations.
Their value is in exposing assumptions.
allowing challenge and creating consensus.”

65. George Box
“All models are wrong, but some are useful.”

66. Learning Resources
The Awesome List:
list.wardleymaps.com
medium.com/wardleymaps mapcamp.slack.com
(get an invite here)
map-camp.com

67. Continue the conversation
linkedin.com/in/spurkis
@spurkis
mapcamp.slack.com
(get an invite here)
map-camp.com
complex-adaptive.com