LEF’s Dynamic Workplace workshop helps you identify and design the critical success factors you need to address in any change of working practice
"Mapping helped demystify technology to the rest of the business. My conversations are now around business value, not technology.” James Findlay Former CTO HS2
Anticipating and gaming the future is easier when you have situational awareness and a visual technique that enables co-creation across a team. Wardley Maps depict an organization’s value chain, showing how activities and processes are evolving, and thereby providing a mechanism to predict future scenarios, and develop winning strategies and tactics.
Simon Wardley created his mapping philosophy and toolset to help clients gain clarity about the future direction of their business – and tactical steers on questions like outsourcing, team structures and company culture. Wardley Mapping helps identify, scale and industrialize the new and novel.
A Wardley Map shows at a glance where a sector and organization’s novel and new activities lie, where bespoke and productized value sits, and locate, at the opposite end, commoditized utilities. It’s simple to take any value chain, anchored on customer need, break it out across a map and show where individual components of a value chain live.
Constructing the map together creates a shared understanding and vocabulary between stakeholders, enabling fresh conversations between IT and boardroom leaders that lead to new opportunities. And the process renews stakeholders’ confidence to contribute ideas about new spaces for a company to play in, and to identify new customer experiences.
As well as injecting innovation into commercialized streams of business, mapping lets teams spot when to refine and productize, and when it’s viable to scale. Depicting how technologies like cloud computing, robotics, artificial intelligence, and the Internet of Things will evolve against a company’s own capabilities, surfaces opportunities with fresh clarity.
Mapping helps identify opportunities and risks, including in evolving landscapes where legislation hasn’t kept pace with digital progression. A US insurance giant uses Wardley Mapping to visualize the implications of autonomous vehicles, and understand different models of risk and ownership that come into play in a driverless market. Even in the most futuristic scenarios, by identifying commodity, utility, and novel components, businesses can understand future markets and propositions.
Wardley Maps provides a straightforward way to answer ongoing and contemporary concerns. A government agency wishing to re-evaluate priorities and workload based on citizen need can identify where and when teams need to build solutions in-house, and where and when commodity services should be outsourced. Additionally, mapping provides answers to:
When people use the same language and share a lexicon, they collaborate better, which is particularly fruitful for when you are developing strategy across a complex and uncertain domain. Creating a vocabulary around value components and their genesis, productization and industrialization, helps each company think about which technological and societal shifts are most important to its future. The Wardley Mapping method also describes the attributes of teams and individuals who work in different phases, characterizing people as ‘pioneers’, ‘settlers’ and ‘town planners’ to indicate appetite and ability for risk, development and delivery. Teaching stakeholders the language of value chains and components invigorates collaboration and enables people to speak more freely across the organization.
In this two-day workshop, stakeholders will learn about the principles of mapping and situational awareness, as well as how to configure value components in the maps they create to help them game their business environment.
Day 1
Day 2
Importance of Situational Awareness
Presentation of Group Maps
How to Map
Inertia
User Needs
Flow
Precision & Granularity
Advanced Economic Patterns
Doctrine (bias, contracts & methods)
Anticipation of Change
Mapping a Company Value Chain
Structure
Learning basic economic patterns
Scenario Planning
Gameplay (ecosystems & fools mate)
China vs. USA vs. UK
Practice Scenario
Strategy & the first 100 Days
Anticipate market & ecosystem developments Know when & what to innovate, productize & industrialize
Discover when & where to use resources Understand your value chain & use shared mapping language
