What do Wardley Maps mean to me? (Map Camp 2020)
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At Map Camp 2020, I was asked to do a short talk on "What Wardley Maps mean to me?", as part of a trio with Sue Borchardt and Kaimar Karu. I'll dig up links to their talks (and Sue's fantastic drawings!) once published. Here, I touch on how I got started with Wardley Maps in the early days, and what I've been doing with them recently, including: * Covid as a forcing function * The impact of Inertia / Apex Predator complacency * How Glasswall OpenSource is using Wardley Maps * Cell-based organisational structures with OSOM * How we're helping Simon's ongoing research on Doctrine * GCATI's effort to introduce Mapping Standards * Some links between Cynefin & Wardley Maps Oh, and I've snuck into the Appendix something on Mapping the UN's Sustainability Development Goals. Enjoy! :-)
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What do Wardley Maps mean to me? (Map Camp 2020)
- 1. Commodity (+ utility) Custom Built Product (+ rental) Genesis ? ? ? ? ? ? ? Complex Adaptive What do Wardley Maps mean to me ? ? #MapCamp2020
- 7. Yeah, yeah, we know.
- 8. Waaay back in 2006… A younger me A younger Simon Wardley A younger James Duncan
- 9. 9
- 10. Maps Strategy Cycle Climatic Patterns Universal Doctrine Context Specific Gameplay ✘ ✘o ✘o ✘o ✘o ✘o o
- 11. These Days
- 13. VUCA Volatility: the nature and dynamics of change, and the nature and speed of change forces and change catalysts. Uncertainty: the lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events. Complexity: the multiplex of forces, the confounding of issues, no cause-and-effect chain and confusion that surrounds organization. Ambiguity: the haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion. “
- 16. Evolution ValueChainvisibleinvisible Genesis Custom Product (+ rental) Commodity (+ utility) uncharted industrialised Modal Digital’s Value Chain Modal’s Customer E-commerce Site E-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
- 17. data source: Companies House (anonymised to protect identity)
- 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) competition standards competition & standards Hosting (eg: AWS, Azure, Google Cloud) E-commerce Framework User Interface Customisations future competitionThird Party Integrations User Experience & Interface Design product add-onsBespoke Customisations E-commerce Consulting Technical Support Modal Digital’s Value Chain Already under threat! Inertia
- 20. 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 forcing function ✘ ✘
- 22. 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 ?? Exaptation Decompose to find novel uses ✘ ✘
- 23. Evolution ValueChainvisibleinvisible Genesis Custom Product (+ rental) Commodity (+ utility) uncharted industrialised Coherent Probes Modal’s New Customer User Interface Customisations Third Party Integrations User Experience & Interface Design Bespoke Customisations Technical Support Modal Digital’s Value Chain ?? ✘ ✘
- 25. A high level of situational awareness will help us to survive.
- 26. ValueChainvisibleinvisible uncharted industrialisedEvolution Commodity (+ utility) Custom Built Product (+ rental) Genesis Emerging GoodNovel Best K8s Core Practice Activity k8 K8s-as-a-Service (Managed) 1 Glasswall Rebuild (CDR) On-premise (Compute) Public cloud (Compute) K8s Native ICAP Server Walled Gardens, incompatible features K8s portability, security, performance GW Rebuild ICAP Service Sources: ● Kubernetes-as-a-Service: EKS vs. AKS vs. GKE (feature comparison) ● Provider-Managed vs. Self-Managed Kubernetes: pro’s & con’s. ● Why running your own Kubernetes could be a terrible idea (caveat: 2018) ● Kubermatic KubeOne: automate cluster ops on cloud, on-prem, edge, & IoT envs. ● Kubernetes Security 101: Risks and 29 Best Practices. ● Deploying RabbitMQ to Kubernetes: “bit like a jigsaw puzzle” = Custom ● 7 Best Jenkins Hosting Platform: CI/CD-as-a-Service ● MinIO Subscription Pricing: “MinIO does not operate a hosted object storage service” = Product Cluster lifecycle management Containerised Applications Market Perception of K8s Native Many organisations deploy and manage their own K8s Clusters. It’s becoming more common for companies to deploy on Managed Kubernetes clusters like AKS, EKS & GKA. This will enable more K8s Native apps, and tools like knative will help accelerate this. Portability (between cloud providers, and to on- premise environments), performance, and security are holding Glasswall back from using Managed K8s-as- a-Service. knative K8s image & cluster templates Hosted K8s Glasswall Dev + Ops Storage Message Queue Is a cluster template even a thing? CI/CD K8s Message Queue (eg: RMQ) Todo: What is K8s Native Replacing? is it worth adding Glasswall’s current practice to this map? K8s Local Storage (eg: Min.IO) K8s Image Repo Is CI/CD part of Release Mgmt team? K8s Core Service Team K8s Strategy I want to commoditise the K8s Practice @ Glasswall. @Dinis: What about: I want to commoditise a Safe K8s Native practice around the globe, making it easier to build secure & performant apps on K8s, while maintaining ease of portability to serve customers in every vendor’s K8s- as-a-Service clouds: public & on-premise. Dinis (CTO) 3 Safe Content
- 27. ValueChainvisibleinvisible uncharted industrialisedEvolution Commodity (+ utility) Custom Built Product (+ rental) Genesis Emerging GoodNovel Best Discussion 2020-09-22 Dinis’s thoughts 1/2
- 28. ValueChainvisibleinvisible uncharted industrialisedEvolution Commodity (+ utility) Custom Built Product (+ rental) Genesis Emerging GoodNovel Best Discussion 2020-09-22 Dinis’s thoughts 2/2
- 29. ValueChainvisibleinvisible uncharted industrialisedEvolution Commodity (+ utility) Custom Built Product (+ rental) Genesis Emerging GoodNovel Best
- 30. Visibility Glasswall Customer Content Consumer, Traffic Generator 4GW CDR Proxy 1 GW CDR Reverse Proxy (eg: squid) Antivirus software GW ICAP Server GW ICAP service 3 Content Safe Content Message Queue service Storage service Logging service Container service Compute service (VMs) K8-10k-pods K8 Proxy Rebuild
- 31. ValueChainvisibleinvisible uncharted industrialisedEvolution Commodity (+ utility) Custom Built Product (+ rental) Genesis Traffic Generator Practice Activity Market Perception: Load Test ● Blazemeter offers SaaS & On-Prem ● Gatling Frontline SaaS / On-Prem ● k6 SaaS (manual on-prem) ● Likely more, market is mature 2 Validate Safety & Performance User Simulation Safety Test Test Scenarios GW Testers / Independent Validator Load Test Data visualisation Public Cloud On-premise Glasswall Customer Results Results Malware validation (Glasswall Rebuild API) Question: Safety Test Do any existing products offer malware, security, and privacy functional tests? If so, can they be used? Do any other Privacy & Security considerations need taking into account? Safety Private. Secure. (no malware) 3 Test Content K8s Core K8s Native K8s K8s File Storage Load Test Analyse Results Malware Test Cases Browser Automation 800k Users Concurrently Threat Modelling Security testing (owasp Zap) Pen. Test Load Test Framework JMeterk6 Gatling
- 32. Complex Adaptive
- 33. Organised Services VS Functional Hierarchy Stance Consulting Service Manager design, delivery, operations, finance, ... Container Service Service Owner Executive strategy, governance Glasswall Rebuild Service ICAP Proxy Service Sub-teams as needed Service Contract Compute Service Service Mandates
- 34. Universal Doctrine Image: @swardley | DIY: doctrine.wardleymaps.com
- 35. Hi, I’m Steve
- 36. Commodity (+ utility) Custom Built Product (+ rental) Genesis Doctrine +wider research Community effort lead by Simon &
- 37. Visibility Government: A Hierarchy of Needs A society Simplify group decision making / Manage shared resources Government Elections Survive / Propagate Protect Citizens Parliament Health Business Environment Energy Education International Development International Trade Transport Justice Police Law Rules ? Blue = UK Ministry Physical constraints Defence Internal threat External threat Work & Pensions Feedback loop Survive / Propagate Economy Culture PhysicalDigital Intelligence Policy Media Sport Practice Activity Protect System Curate Citizens Values & beliefs Central Bank Treasury Tax & Excise Covid is exposing gap in government & societal values & beliefs Doctrine Andy ZmolekDr Jacqui Taylor Mark McCann
- 38. Commodity (+ utility) Custom Built Product (+ rental) Genesis Health: Digital Patient Records Open source? Med Tech Routine Health Care Experimental Surgery, etc. Routine Data sources: ● UCLH: Electronic Health Record System (EHRS), ● Electronic Health Records (product) | OpenEMR ● Secure and Trustable Electronic Medical Records Sharing using Blockchain ● RCP: Standards for the clinical structure and content of patient records, ● NHS on cloud services | NHS Digital Vision ● Electronic health records – local and national initiatives Medical Records Use Open EMR Standards Patient Healthcare Provider Digitisation of old records Data Analysts (eg: ONS, App Developers, etc) Health Data Insights Funding Accounting What forces are holding back evolution? +Better health outcomes, - Lower cost Who owns the data? ● GDPR: the patient ● But do they really? Doesn’t feel like it in practice. Who sets the standards? ● Whoever gets there 1st? Lack of coherent IT strategy Need to build and maintain public trust Commercial arrangements Complex Multiple IT systems Multiple data formats Volume of old records Risk-averse culture Incorporate patient history into treatment plan Electronic Medical Records Security Cybersecurity EMR Data Format Compute & storage Fear, Cost, Skills, Regulatory?? cloud EMR Portal Remote Access COVID-19 Security, devices, Infra, internet Health ROI: funding decisions Storage & Retrieval Eg: Open EMR ??? plain inertia ??? Eg: Medical Chain blockchain Own my Data LIMS Certification Missing need: Covid-19: clinical need for threat detection New legislation was just released! Doctrine
- 39. ValueChainvisibleinvisible uncharted industrialisedEvolution Commodity (+ utility) Custom Built Product (+ rental) Genesis Parked for next time Novel Practice Emerging Practice Good Practice Best Practice User Check Symptoms: Figure out what’s wrong Health - Covid- Patient Journey shifts Self-assessment & referral Public Health Education → Society Medical Knowledge base Multidisciplinary care Localised decision making Feel poorly Lookup The Symptoms Take Covid Test Get Results Discharge Internet / tel Reliable source (google, nhs, 111) Covid Symptoms AdultsChildren Rapid evolution (weeks) Transportation Drive-thru test Home test Test Test kit Communicate Results Covid+ guidance NHS Accepting Self-administered test data Built-in protection against poor test procedure Covid Reducing skill required to administer tests. Higher tolerance to risk Covid Test App (NHS) Bypassing existing GP journey Covid Rapid evolution due to Covid Doctrine
- 40. Video consultations with specialists (saves hospital admin & patient travel time) LockdownCovid-19 Stroke/Heart Surgery Patient Journey (current) Diagnosis Prep for Elective Surgery Investigate: Irregular symptoms of stroke. 1.5 years of testing. Bubble test pointed to elective heart surgery Consultation Scan to determine detailed surgery plan (cancelled) Self-isolated when Covid discovered. Related journey: video consultations with surgeon & staff. Process Problems Surgery was postponed due to Covid-19. Scan was cancelled. Months of additional waiting. Patient Experience Elective Surgery Surgery scheduled (phone). Surgery attempted, but aborted as surgeon encountered something they did not expect. Priority of surgery confirmed! Scan rescheduled & performed. Must wear mask, have to be alone. Patient was placed at unnecessary risk, due to lack of due process (eg: scan not performed first). Patient wasn’t fully informed of the risk. Months of additional waiting. Aftercare Figure out why I had a stroke Patient Goals Electronic Patient Record System used by health professionals & patients to share test results & data Covered elsewhere: Patients do their own sense-making. Challenging doctors more. Consult GP & pharmacies more. Fix problem Most tests shed no light on the issue. Most time spent waiting to see a specialist. TBC Medium @ @ @ Emerging Practice New perspective on Risk Covid forcing changes in routine pathways. Some good some bad. Gathering data. (eg: AI Covid detection) Doctrine
- 41. What’s the NHS responsibility? Impact of COVID-19 People Want to participate in discourse/Politics More Remote Consultations Healthcare has become even more politicised Non-essential services postponed (elective surgery) Reallocated resources to focus on Covid NHS staff 'gagged' over covid shortages (feedback outside official channels) Fake news about COVID How it spreads, it’s not dangerous, it’s a conspiracy, etc. Does NHS have a duty of transparency, feedback loops, & addressing issues? Equitable access? Choice? Agreed ways of working? Improved Home diagnosis Technology Balance between: Equitable & free access & Protecting rights of others? Legend Impact examples link to values New Capabilities Established (National Institute for Health Protection) Spotlights issues Undermined our view of risk. Uncovered unseen issues Commitment to Quality of Care Blood pressure, diabetes, heart rate, Cholesterol DNA, oximeter, etc Proactive, Responsive to public health Public Health, Connect & Trace, Emerging threat detection, new practices, pre- active, Streamlined reporting structure) Everyone Counts New view of Risk, Lack of data to price risk, quality of data impacts coverage available How to provide for domestic abuse? Now we know an affected family costs £250k. Created a new patient pathways & arena of care that crosses other departments (eg: DoE). Politics is not attractive proposition. Negative connotations Lack of coherent measurement. Supply chain. Approvals mechanism bureaucracy. Equitable access. Democracy (eg: accountability) Quality of care. Opportunity to improve practice Local focus on provision of care (matches social care). Improve feedback mechanism (eg: measurement). Spin up MoD to help provide care. New core capability. Innovate by combining different departments Apply systems thinking & mapping to solve issues from patient POV Opportunity to change social view of risk - take a bet, design for resilience. Raised expectations Health Care is now top priority for everyone Renewed Commitment to Quality of Care in quantitative way everyone counts Everyone Counts Doctrine
- 42. Learning Curve?
- 43. Hi, I’m Steve
- 44. Commodity (+ utility) Custom Built Product (+ rental) Genesis +Training & Certification standards Learn mapping Community effort organised by Mark Craddock (non-profit)
- 46. Commodity (+ utility) Custom Built Product (+ rental) Genesis P S T Wardley + Cynefin Inertia Dave Snowden’s Apex Predator Theory
- 47. That’s what maps mean to me. Visibility Evolution User
- 48. Commodity (+ utility) Custom Built Product (+ rental) Genesis ? ? ? ? ? ? ? Complex Adaptive Questions ? ? #MapCamp2020
- 49. Appendix
- 50. Wardley Mapping the UN SDGs Overview We are creating a set of Wardley Maps for each of the UN’s 17 Sustainable Development Goals (SDGs) to provide insights to governments, organisations, and citizens around strategies for achieving each SDG. Our goal is to spark discussions that result in a better and wider understanding of the social, corporate and political needs behind each SDG, and critically, the corresponding changes required in the way value is delivered by our organisations and governments to achieve the SDG. To accomplish this, we’ll be organising a series of virtual workshops to examine a single SDG in a specific geographic context. We are looking for both scientific experts, and government & business stakeholders to join us to make this a reality. Why Wardley Maps? Wardley maps are an effective way of exploring user needs, value chains, the evolution of practice & technology, and strategies. They are ideal for examining SDGs as they will allow us to consider multiple perspectives at different levels of granularity (eg: macro → meso → micro → nano), capital flows, impediments, and strategic plays. They will also serve as a key link between science, business, and governance by creating active dialogue, developing a common language, and highlighting practical actions that can be taken. Figure 1: example Wardley Map from the UN Global Platform Handbook on IT Strategy How can you help? You can help by joining a working group, and contributing your expertise! Let us know you’re interested by filling out this form: https://forms.gle/LyFfddr5K8K7BSR89 -- Steve Purkis <steve@complex-adaptive.com> @spurkis Mark Craddock <mark@gcati.org> @mcraddock #WardleyMaps4SDGs
- 51. Complementary techniques ● Customer & User Journey maps. UX research. ● Cynefin & Complexity Thinking. SenseMaker. ● Systems Thinking. ● XP, Lean Kanban, Scrum, Prince2, PMP, ITIL, 6 Sigma, etc. ● PESTLE. ● Business model canvas. ● Porter’s 5 “Forces” & Value Chain (eg: Stage IV, manufacturing bias). ● Market research. ● Staying informed (eg: reading). ● Data visualisation. Etc. etc. etc.
- 52. They are not enough on their own. They don’t make observations for you. They don’t conduct market research for you. They don’t do your finances, engineering or marketing. They don’t prevent LVRMs or HiPPOs from overpowering discussions. They don’t replace emotional intelligence & diversity. They don’t prevent unintended consequences.
Editor's Notes
- By now, many of you know the Fotango story. Remember? Online Photos? Zimki, the world’s first PaaS? If you’re new to all this, Simon talks about it a lot in his book on value chain mapping. Briefly, Zimki was this crazy idea of a “Platform as a Service” that used JavaScript on the server side! The idea is you’d only pay for the compute & storage you actually used, a bit like “utility computing”. Revolutionary, eh? Ok, come on, remember this was 2006. Before serverless, Node.JS, Docker, and all that malarkey. (Heck, it was before the term “Dev Ops” was coined) now it's all normal
- Ok, so the reason you’ve never heard of Zimki before is because: it was shut down by it’s parent company, just as it was about to make a key strategic play: open sourcing the platform to create standards that would attract others to adopt it. And result in an entirely new marketplace.
- Where Zimki would have a small piece of a much bigger pie. What’s not to like about that? But hold on, that’s a pretty risky idea!!
- Just think about it: It might not work! Who’s to say others will use it? And besides, it’s not core to the company’s Online Photo business. So they shouldn’t be messing around with this stuff.
- So, yeah: pulling the plug was a good decision, right?
- This is old news. Simon’s done this story to death. Why am I repeating it? [Target: 2 min]
- Because it’s also my story. I used to work with Simon & James, the creators of Wardley Maps, at Fotango back in 2006. So, Wardley Maps have a personal connection for me. Those maps… that strategy… and a brilliant team culture (early version of Doctrine?) They’re the reasons I joined Fotango to head up the Dev team.
- While it’s unfortunate Zimki, a company with billion dollar potential, was shut down prematurely… I take comfort that Canon let me walk out the door with Bella, the yak. The kids love it.
- Oh, and Wardley Mapping has also served me well over the years. [target: 3 min]
- These days, I run a small consultancy that helps organisations develop situational awareness to navigate complexity.
- There’s certainly been plenty of that going around lately! The chaos & complexity of recent events is changing the landscape our organisations operate in. We live in unprecedented times!
- Or do we? I just completed an Executive MBA (think of me what you will), Besides being surprised at how excellent the professors were, and the diversity & talent of my cohort I was also surprised how many time this word was mentioned. Every single class. I thought it was a new buzz word. But the term “VUCA” was introduced in 1987 by Warren Bennis & Burt Nanus!
- If you think back 30 years ago… well, we lived in unprecedented times then as well.
- That’s not to say that current events don’t have an impact. They absolutely do. Take covid…
- Companies like Modal, an Ecommerce Solutions Integrator that, on the surface, looked well-equipped to weather the storm
- (But underneath it all, were actually suffering without really knowing why)
- When you map, you realise they are suffering from inertia. Modal resisted the shift to platforms. Why? Successful business Using PaaS means lower revenues: No hosting or support? Greatly reduced need for bespoke? What will we do with the capability we’ve built up?
- These market shifts had early signals in 2015, and became obvious in 2016. Coincidentally, that was the same year Modal started experiencing issues.
- Now, they’ve experienced the Covid forcing function. Accelerating the change. Companies still need to sell But they’re also not looking to spend a lot It’s loss mitigation behaviour, and the platforms offer a better deal
- In many cases, organisations are being forced over the cliff of complacency The unfortunate ones go extinct, The lucky ones take quick action to stop the bleeding. And find themselves in a complex situation they don’t fully understand. The sensible ones cast about with multiple probes that may: Prompt exaptation: reusing existing capabilities for things they weren’t really meant for, like dinosaurs did with feathers (as Liz Keoh points out) Or they may spark a new process of adaptation. Selecting for a function. ------------------ exaptation: reusing capabilities for purposes they weren’t really planned for adaptation: produced by natural selection for its current function
- Exaptation can be the quickest route to recovery, and Wardley Maps can help us do that. They can help us breakdown our capabilities to look for novel uses, and recombine them into new products & services.
- I like to think of each map as a coherent probe that can used to find new opportunities.
- As Winston Churchill famously said (in another unprecedented time) while working to form the UN: “Never let a good crisis go to waste” source: https://www.oecd.org/agriculture/never-waste-a-good-water-crisis/ [target: 6 min]
- I’d argue that we need situational awareness to survive. Either that, or dumb luck. Ideally both :-)
- Speaking of opportunities, I’m working with the Exec team at Glasswall, a content security company. They’ve recognised that the Covid forcing function would actually cause an increase in demand for their services. Ultimately, it meant spinning up an entirely new Open Source arm to complement their internal team. You can see here how we’re using maps to explore ideas around technical strategy. Using Kubernetes ("K8s") containers to scale up their Content Disarm & Rebuild application. Here they've hit portability, security and performance barriers in existing Managed K8s
- It’s great when they become the basis for a discussion, like this.
- So we can rule out some ideas, and we bounce around new ideas. This is how you develop a common understanding.
- The act of mapping has helped some teams understand & communicate their purpose. As well as communicating lifecycle stages, like you can see with the traffic lighting system here.
- It’s helped others express the architecture
- And it’s helped capture important questions on technical decisions being made. Like should we Insource / Outsource?
- One thing I love about maps is that they also allow us to consider alternative, more effective organisational structures. I’ve partnered up with James Duncan’s company, Stance Consulting, to look at this in Glasswall’s context. Here, you’re looking a current map of Glasswall. You’re also looking at Glasswall OpenSource’s new operating model, which we’ve just started introducing to improve the effectiveness of the organisation.
- It’s based on Stance’s “Organised Services Operating Model”. Rather than using a classic functional hierarchy OSOM breaks up organisations into cells that deliver a Service Each cell has a contract which details the services provided, and a service level agreement This doubles as a fitness function to evaluate performance of the service The Executive decides which services to spin up, which to spin down. It also governs via mandates, rather than dictats This is all based on Wardley Maps: in fact, it’s derived from Simon’s Universal Doctrine. [target: 9 min]
- Speaking of Doctrine… You know, those ~30 principles that are universally useful regardless of your context Well, they’re also ~10 years old now. And there's a chance more have emerged To improve how organisations work, we've got to keep these universal principles up-to-date.
- For my business, this map of Simon’s is pretty important. Yes, it’s a few years old, but still fairly accurate. You can see that Simon expects Doctrine to evolve
- Earlier this year, Simon announced a broad study to explore the evolution of Doctrine, and update Wardley Maps with the result. He was looking for volunteers, so I signed up and joined the Government Working Group, to help look for patterns.
- We started by looking at why governments exist. It boils down to: simplifying group decisions, managing shared resources, And representing the shared values & beliefs of a society. Oh, and surviving and propagating itself.
- Then we looked at the impact of some forcing functions, like Covid. There’s too much detail to absorb in a short talk, But the important thing to remember is we’re looking for new universally good practice as candidates for Doctrine. We noticed a trend around being Remote. (no big surprise there!) Maybe: * Distributed Cognition * Distributed Resources are new Doctrine?
- We’ve also noticed changes around tolerance to Risk.
- It’s worth pointing out that Wardley Maps aren’t the only form of maps that are useful. (Again, you see this theme of new perspectives on Risk. It’s come up in a few places.)
- As you can see, we came up with a lot of stuff… If you’re interested in digging into this, I’d recommend watching Dr Jacqui Taylor’s talk on Government.
- I also teach a lot of people how to map, and learning curve can be an issue
- so anything we can do to either: improve how we teach, or Increase the general level of awareness & understanding of maps will make my life easier.
- Over the summer, I’ve gotten involved in an effort lead by Mark @ GCATI to create training & certification standards. Even if we just get Awareness & Foundation level sorted, we’ll be a long way towards spreading a consistently good adoption of maps. [Target: 12 min]
- Finally, I’m also exploring the links between Wardley Maps & Cynefin Simon & Dave have already noted that Apex Predator Theory & Inertia have a lot in common I love the fractal nature of both Cynefin and Wardly maps… I’m starting to use Maps as coherent Probes Thinking about integrating Ritual Dissent into mapping workshops Finally, I’m looking at using SenseMaker to gauge PST affiliation & and run Doctrine evaluation with micro narratives instead of surveys It’s easy to get tired of the same survey over & over But when you tell your own story, you become much more engaged
- So that’s what maps mean to me. [Target: 14 min]
- Any questions?
- One day I’ll put together a comprehensive list.