Lunch and learn at PNR focused on Wardley Mapping

1. Lunch & Learn - Wardley Mapping

2. Agenda - Part 1: Value chains and user needs
● What is Wardley Mapping, where does it come from and why it
matters?
● Step 1: What is your purpose?
● Step 2: What is the scope?
● Step 3: Who are your users?
● Step 4: What are their needs?
● Step 5: What is the value chain?
● Step 6: How evolved is each component in the value chain?

3. Agenda - Part 2 - Organization and Patterns
● What components to outsource or do internally?
● What techniques and methodology should we use to deal with
these components?
● How should we structure the organization depending on the
evolution of the components?
● Innovation types affecting the components?
● Economic patterns affecting the components?
● Inertia types preventing the evolution of an organization?

4. Part 1: Value chains
and user needs

5. What is Wardley Mapping?
A visual method for exploring, determining and communicating strategy

6. Where does Wardley Mapping come from?

7. What you need to know about?
● Who are your users?
● What do they need?
● What are the prerequisites for meeting the need?
● What are the dependencies (the value chain / chain of needs)?
● How evolved is each part of the value chain based on their characteristics

8. Why you should Map?
● Immediate benefits from knowing who your users are
● Immediate benefits from knowing what their needs are
● Immediate benefits from knowing what you need to do to fulfill those needs
● Operational benefits from knowing how to approach each part of the business
● Strategic benefits from being able to play with scenarios

9. Let’s Map

11. Step 1: What is your purpose?
● Helpful questions
○ Why does the organization or project exist...
○ Our moral imperative is...
○ We exist to…
○ Others follow us because...

12. Step 2: What is the scope?
● Helpful questions
○ What is it that you are mapping?
○ What does it include and exclude?
○ What are the problems that needs to be solved?

13. Step 3: Who are your users?
● Helpful questions
○ Who uses or interacts with the thing you are mapping?
○ Who is expecting something from you or asking for help?
○ Who is missing from the picture?

14. Step 4: What are their needs?
● Helpful questions
○ What do your users need from you?
○ What is the user journey?
○ What’s their first interaction with you?
○ What happens next?
○ What happens last?
○ Are there any unmet needs not listed?

15. Step 5: What is the value chain?
● Helpful questions
○ What are all the activities that need to happen in order to meet the user needs?
○ What are the dependencies?
○ Which needs and activities depend on other activities?
○ Is an important dependency missing or unmanaged?

16. Step 6: How evolved is each component in the
value chain?

17. Next steps

18. Organization and Patterns
● What components to outsource or do internally?
● What techniques and methodology should we use to deal with these components?
● How should we structure the organization depending on the evolution of the
components?
● Innovation types affecting the components?
● Economic patterns affecting the components?
● Inertia types preventing the evolution of an organization?

19. Organization

20. Outsourcing
● Rule 1: The more mature the component on the evolution scale, the more it is suited
for outsourcing.
● Rule 2: The less defined the component the less suitable it is for outsourcing.
● Rule 3: Outsource only small components because of possible hidden complexity in
large projects.
● Rule 4: Effectiveness before efficiency (optimizing the value chain, make it smaller
before being most efficient).

21. Approach

22. Organization

23. Patterns

24. Inevitability

25. Innovation Types
● Continuous improvement - known as evolution, quite predictable
● Maturing the product to utility - sometimes called commoditization which is
contain by evolution, but due to the drastic change of characteristic and the strong
impact on the business, it deserves it’s own category
● Creating new and novel things which is predictable in terms of times and certain
condition but is very difficult to say what will be created/invented.
● Finally, unpredictable replacement of activities with some other approaches

26. Economic Patterns

27. Inertia

28. Gameplay

29. Leadership (Gameplay)

30. Thank you

31. Appendix - Strategy Cycle Definition
● Purpose is your moral imperative, it is the scope of what you
are doing and why you are doing it. It is the reason why others
follow you.
● Landscape is a description of the environment that you’re
competing in. It includes the position of troops, the features of
the landscape and any obstacles in your way.

32. Appendix - Strategy Cycle Definition
● Climate describes the forces that act upon the environment. It
is the patterns of the seasons and the rules of the game. These
impact the landscape and you don’t get to choose them but
you can discover them. Includes your competitors actions.
● Doctrine is the training of your forces, the standard ways of
operating and the techniques that you almost always apply.
These are the universal principles, the set of beliefs that appear
to work regardless of the landscape that is faced.

33. Appendix - Strategy Cycle Definition
● Leadership is about the strategy that you choose considering
your purpose, the landscape, the climate and your capabilities.
It is to “the battle at hand”. It is context specific i.e. these
techniques are known to depend upon the landscape and your
purpose.

34. Appendix - Other Terms

35. Appendix - Symbols

36. Appendix - Signals of

37. Appendix - Evolution Cheat Sheet

38. Appendix - Summary of Patterns

39. Appendix - Climate
The forces acting upon the environment. The rules of the game, patterns of the seasons, and competitor actions.

40. Appendix - Climatic Pattern - Evolution

41. Appendix - Doctrine - Phase 1: Stop Self-Harm

42. Appendix - Doctrine - Phase 2: Becoming
More Context Aware

43. Appendix - Doctrine - Phase 3: Better for Less

44. Appendix - Doctrine - Phase 4: Continuously
Evolving