WARDLEY MAPS

This is the story of my journey, from a bumbling and confused CEO lost in the headlights of change to having a vague idea of what I was doing. I say vague because I’m not going to make grand claims to the techniques that I discuss in this book. It is enough to say that I have found them useful over the last decade whether in finding opportunity, removing waste, helping to organise a team of people or determining the strategy for a company. Will they help you? That depends upon the context that you’re operating in but since the techniques don’t take long to learn then I’ll leave it up to the reader to discover whether they are helpful to them or not. Remember, all models are wrong but some are useful. -- Simon Wardley

This work (Wardley Maps for Print v0.2.1) is an adaption of Wardley Maps by Simon Wardley (as retrieved December 23, 2020), edited for print through careful modification of the text and layout. Priced as low as Amazon will allow.

Draw your company strategy contains information on how to define strategies with the help of Wardley Maps.

Drawing Wardley maps is relatively simple, but if you want to carry out the definition of a strategy with a good understanding of the context, external factors, the moves that we can or our competitors can make, then it is good to know in detail all the components proposed by Simon Wardley.

There are many proprietary methodologies that deal with strategic aspects in a very focused and constrained way, which does not give the option of adjusting decision-making as things evolve. In the case of the tools proposed here, they are all of generic use and can be adapted to many contexts.

The book reviews the basic concepts of the maps: the user, user needs, climatic patterns, doctrines and gameplays. Then it describes how to create a strategy, add some examples in different contexts, and finally review other frameworks that provide other perspectives on the strategy.

The book format tries to be visual and gives spaces to the reader so you can draw and take your notes. In many of the concepts I have memorized examples that reminds me how the concept works. I use them during the explanation of the concepts, but my proposal is the reader thinks about examples related to your circle of competence and experience.

The book contains many content for the experienced mapper that is willing to go beyond the basis.

Wardley maps can be used by organizations of any size or industry. They are of universal application in the company and / or organizations within companies.

There are well-known companies that use Wardley maps and other frameworks mentioned in this notebook: Department of Statistics of United Nations, Royal Statistical Society, The London School of Economics and Politics, NHS, Liberty Mutual, DXC Technology, Amazon Web Services, Shopify, Accenture, Anaconda, Unity ....

Wardley Mapping is an emerging model that is reflected in the book written by Simon Wardley “Topographical Intelligence in Business”. The book is hard to read, as it contains concepts and many perspectives that require the reader to read several times.

This document is a temporary framework which helps on the usage and adoption of Wardley Mapping model, in the professional context. The reader of this guide must be familiar with Wardley Mapping concepts and is facing the problem of not knowing how to ramp it up in his team or organization.

It’s temporary because ideally, when you find the way that better fits you to use Wardley Mapping, then you should remove the framework.

"Wardley Mapping" is provided courtesy of Simon Wardley and is licensed under a Creative Commons Share-Alike 4.0 license.

In a world of relentless change and accelerating uncertainty, organizations must continuously adapt and evolve to compete in environments they never anticipated. This requires upfront design for adaptability, and closer business alignment of software systems and team structures. To succeed, organizations must integrate advanced techniques from business strategy, software architecture, and team organization. Now, independent technology consultant Susanne Kaiser introduces a powerful unified toolset you can use to design, build, and evolve adaptive software systems and teams that are optimized for ever-faster rates of change.

Kaiser shows how to combine Wardley Maps, Domain-Driven Design (DDD), and Team Topologies to understand your problem domain more clearly, focus on your crucial core subdomain, and reflect the dynamics of your business landscape. Using these tools, you'll learn how to design evolvable services within an adaptive system, which is in turn owned by a team organization that optimizes for fast flow.

Kaiser goes beyond Domain Driven Design's popular patterns to reveal how DDDenables strategic design for long-term business success. Her accessible explanations and practical examples show how to combine DDD with intuitive Wardley Maps and powerful Team Topologies to improve success across the full lifecycle: strategy, design, implementation, deployment, operation, and evolution. As she demystifies and demonstrates these tools, Kaiser answers the most important questions faced by project participants—from CxOs to architects to software developers.

What is strategy?
Why do you need it?
How do you do it?
And, how can you be more certain to succeed?

THE ART OF STRATEGY provides timeless answers to these eternal questions. It is a short introduction to strategy through the insights of three successful strategists: Sun Tzu, John Boyd and Simon Wardley. It is a modern reading of Sun Tzu’s The Art of War — the strategy classic written in China around 500 BC — using the lenses of Boyd (OODA "loop" inventor) and Wardley (Wardley Map inventor) who were both influenced by Sun Tzu.

Each chapter gently transforms The Art of War into a modern business setting and includes material from Boyd and Wardley in separate sections to complement and clarify Sun Tzu’s terse, poetic text. The idea is to serve strategy in 13 short chapters requiring 5–10 minutes reading time each. An extensive glossary is included since many Chinese concepts are purposefully abstract and ambiguous.

You will discover new thinking patterns, e.g. OODA "loops" and situational awareness, as well as visualization tools like Wardley Maps that will help you and your organization succeed together with your stakeholders. You will also improve your understanding of the - sometimes evil - political gameplays (and counter-measures!) by Boris Johnson, Donald Trump, Vladimir Putin and Xí Jìnpíng who are all inspired by Sun Tzu, in some cases indirectly via Boyd.

“The Art of Strategy — a great little book which has loads of maps in there.” Simon Wardley, inventor of Wardley Mapping

"An excellent fusion of Sun Tzu, Boyd, and Wardley that is beautifully laid out, highly readable and very straightforward in compressing the learning curve on all three!"
Mark J. McGrath, Chief Learning Officer at AGLX

"Erik Schön has created a great example of Boyd’s ’snowmobile’ — a synthesis across a variety of domains leading to new insights and capabilities. I’m sure every strategist, business, leader, and entrepreneur will find valuable ideas for making their own enterprises more competitive." Chet Richards, author of Certain to Win: The Strategy of John Boyd, Applied to Business

"The Art of Strategy is condensed knowledge that all managers, agile coaches and other leaders should have. This is three thinkers from very different contexts. But as Erik has put it, with similarities and differences topic by topic, a fourth voice appears. That voice belongs to the interaction between the three narrators and it gives as much value to me as a reader as the other three voices do." Staffan Nöteberg, author of Monotasking

"THE summary and independent look on modern strategy right now!!!"
Markus Andrezak, Founder and Managing Partner at überprodukt

In a world where people don’t do what they say, and don’t say what they do, YOU need effective ways to Negotiate for better outcomes.

Whether you are an Entrepreneur, Investor, Leader, or any other Professional, you need tools that help you become a better negotiator.

This book will help you learn how to Negotiate for better outcomes using Wardley Mapping which is a strategy framework invented by Simon Wardley.

What's in it for YOU?
1. Foundations of Negotiation:

Delve into the fundamental principles of negotiation and understand how they align with the stages of Wardley Mapping. Learn to navigate the intricate complexities of give-and-take with confidence.

2. Wardley Mapping Unveiled:

Unpack the layers of Wardley Mapping, from value chain analysis to evolution, and grasp how this framework becomes a dynamic ally in negotiations. Witness the transformative power of mapping in shaping negotiation strategies.

3. Case Studies and Real-world Scenarios:

Explore real-world case studies that illustrate the successful integration of Wardley Mapping into negotiation processes. From corporate boardrooms to startup ventures, leverage the learnings from the book and make an impactful strategic negotiation in the context of your business. As a seasoned negotiator or a beginner, enhance your ability to negotiate strategically with mapping. Develop an adaptive mindset and skills to thrive in uncertain environments. Be responsive to change and actively shape the landscape.

As you embark on this journey, keep in mind that negotiation is not just a transactional exchange; it is a series of dynamic interactions between human beings, associated systems and sub-systems. By combining the age-old wisdom of negotiation with the innovative insights of Wardley Mapping, you'll discover new dimensions in your ability to navigate, strategize, and negotiate effectively.

Join the Discord at https://discord.gg/E4gGKHCn to interact with the authors and the existing audience of the book.

In the chapters ahead, I'll share what I've learned about this mapping approach and how to apply it as a powerful strategic toolset. You'll learn the key principles, core concepts, and techniques for creating insightful situational maps for any industry.
From anchoring your mapping in genuine user needs, to tracing value chains and evolutionary trajectories. From anticipating disruptions to determining strategic gameplay based on circumstantial realities.

We'll cover the foundational doctrine of strategic thinking, from systematic needs analysis to continual and open learning. You'll gain a framework for assessing strategic plays, from defensive moves to attacking disruption vectors. And we'll explore concrete examples and scenarios for pressure-testing and internalising this mapping mindset.

If you're feeling lost in today's rapidly shifting competitive landscapes, unsure how to plan and prioritise for the future, this book provides a way forward using principled, visual maps to achieve systematic situational awareness. It's been a transformative journey for me, providing a strategic compass when I had been blindly reacting to the latest market skirmishes.

I hope you'll embark on this mapping journey as well, keeping an open and entrepreneurial mindset for continual learning and improvement. Because just like any powerful strategic framework, Wardley Mapping will continue to evolve based on experience and insights from the field. The game is still being played, and we're all works-in-progress in our strategic mastery.

But with systematic situational awareness as your lodestar, you'll be equipped to confidently set sail towards creating awesome products, services and strategic plays - rather than just being blown from disruption to disruption. The adventure awaits...map in hand.

The Wardley Mapping Notebook. 100 pages of design templates for creating Wardley Maps. Including cheat sheets.

How Doctrine Supports Organisational Learning and Adaptation

Doctrine plays a crucial role in promoting organisational learning and adaptation. By adhering to established principles, organisations can create a culture of continuous improvement and innovation. Here are a few ways doctrine supports these processes:

• Standardisation: Doctrine helps in standardising processes and practices, which reduces redundancy and enhances efficiency. This standardisation ensures that best practices are consistently applied across the organisation, leading to better performance and outcomes.

• Shared Understanding: By providing a common framework and language, doctrine fosters better communication and understanding among team members. This shared understanding is essential for effective collaboration and alignment, especially in complex and dynamic environments.

• Guidance for Decision-Making: Doctrine offers clear guidelines for decision-making, helping leaders and teams to navigate uncertainty and complexity with confidence. These guidelines are based on proven principles, reducing the risk of errors and increasing the likelihood of success.

• Adaptability: While doctrine provides a stable foundation, it also encourages flexibility and adaptability. Organisations are encouraged to continuously evaluate and refine their practices based on new insights and changing conditions. This adaptability is crucial for staying competitive and responsive in a rapidly evolving landscape.

The Stabilising Force in a Changing Environment

In an environment marked by constant change and uncertainty, doctrine serves as a stabilising force. It provides a sense of direction and consistency, helping organisations to remain focused on their long-term goals even as they navigate short-term challenges. This stability is essential for maintaining operational effectiveness and resilience.

Balancing Stability with Necessary Flexibility

While doctrine provides stability, it is equally important to balance this stability with the necessary flexibility to adapt to new circumstances. Organisations should view doctrine as a guiding framework rather than a rigid set of rules. This perspective allows them to leverage the benefits of standardisation and consistency while remaining agile and responsive to change.

Organisations face constant pressure to adapt and innovate. However, despite the clear need for change, many organisations struggle with an invisible yet powerful force known as inertia. Inertia, the resistance to change, can impede progress, stifle innovation, and ultimately threaten an organisation’s survival. This book, Navigating Inertia: Understanding Resistance to Change in Organisations, aims to delve deeply into the nature of inertia, explore its causes and effects, and provide practical strategies for overcoming it.

Inertia is not a new phenomenon. Historically, it has played a significant role in the rise and fall of civilizations, industries, and companies. Understanding the underlying factors that contribute to inertia is crucial for leaders who wish to steer their organisations through the challenges of the modern business landscape. From organisational culture and structural rigidity to market conditions and technological advancements, various internal and external forces contribute to inertia. By recognizing these forces, leaders can better prepare to address and mitigate their impact.

The purpose of this book is to offer a comprehensive guide to understanding and managing inertia within organisations. It combines theoretical insights with practical applications, drawing on real-world examples and case studies. Additionally, it introduces tools like Wardley Mapping to help visualise and diagnose inertia, providing a structured approach to tackling this pervasive issue.

Navigating Inertia is structured into six parts, each focusing on different aspects of inertia and its management:

• Part I: Understanding Inertia provides a foundational understanding of what inertia is, its historical context, and its manifestation in organisational behaviour.

• Part II: Causes and Effects of Inertia delves into the internal and external factors that contribute to inertia, as well as the consequences of unchecked inertia on organisational performance and competitiveness.

• Part III: Diagnosing Inertia offers tools and techniques for identifying inertia within an organisation, including a detailed exploration of Wardley Mapping.

• Part IV: Strategies to Overcome Inertia presents various interventions and strategies to overcome inertia, from cultural and behavioural changes to structural and process improvements.

• Part V: Case Studies and Practical Applications provides real-world examples of organisations that have successfully navigated inertia, along with practical frameworks and models for implementation.

• Part VI: The Future of Inertia Management explores emerging trends and technologies that will shape the future of business, and how organisations can build adaptive capabilities to thrive in this evolving landscape.

Game plays are a crucial component of Wardley Mapping that elevate it from a purely analytical tool to a dynamic framework for strategic action. Understanding and effectively utilising game plays can significantly enhance an organisation's ability to navigate complex business environments and gain competitive advantage.

Definition of game plays in the context of Wardley Mapping

In Wardley Mapping, game plays are context-specific patterns of strategic action that organisations can employ to influence their competitive landscape. These plays are not universal solutions but rather tactical approaches that can be applied based on the specific context revealed by a Wardley Map.

Game plays can be categorised into various types, including:

• User Perception plays (e.g., education, bundling)

• Accelerator plays (e.g., open approaches, exploiting network effects)

• De-accelerator plays (e.g., creating constraints, exploiting IPR)

• Market plays (e.g., differentiation, pricing policy)

• Defensive plays (e.g., raising barriers to entry, managing inertia)

• Attacking plays (e.g., directed investment, undermining barriers to entry)

• Ecosystem plays (e.g., alliances, sensing engines)

How game plays enhance strategic decision-making

1. Contextual action: Game plays provide a repertoire of strategic actions that are tailored to specific situations identified in a Wardley Map.

2. Anticipation: By understanding common game plays, organisations can better anticipate competitors' moves and prepare appropriate responses.

3. Innovation: Game plays can inspire novel approaches to addressing challenges or exploiting opportunities revealed by the map.

4. Risk management: Certain game plays can be employed to mitigate risks or defend against potential threats identified in the mapping process.

5. Resource optimisation: Game plays help organisations focus their resources on actions that are most likely to yield strategic benefits given their current position.