Social and cognitive benefits of mapping – Sal Freudenberg
What’s the best move? – Andrew Clay Shafer
Open source and Maps – Adrian Cockcroft
Adrian Cockcroft: VP Cloud Architecture Strategy at AWS
Adrian Cockcroft: VP Cloud Architecture Strategy at AWS
This workshop introduces Wardley Mapping as a technique to understand the chain of components an organisation needs to serve user needs. It creates situational awareness by mapping the maturity of each component, and the visibility of the component to the user. It allowing organisations to better strategise and improve their effectiveness and competitiveness.
The workshop can be delivered in 60 to 120 minutes. It’s team-based and can be run for any number of teams.
— Michael R. Lorek (@m_lorek) October 18, 2019
Thank you to Philippe Guenet for working with me in developing the workshop.
Wardley Mapping is conceived by and is kindly shared by Simon Wardley.
Shipping to production on the first day
Some new starters would fear they’d take the site down
However the philosophy is that if it’s so easy to take the site down, that you can do it on the first day, shame on us that our systems are so poorly architected that it has poor defenses.
At Etsy, getting people to deploy on their first day made them feel safe. What’s actually risky is having un-deployed code. It requires the brain to what’s safe and what’s risky.
From: What Are Self-Organising Teams? – Peter Hundermark
The envisioning workshop is a group facilitation activity which:
It helps ensure the co-created vision, strategic alignment and execution are in keeping with the elements described in Starting an Engagement.
Participants should be the leadership team, stakeholders and key representatives from the execution team (aka delivery team). Ideally, there should be between five and nine participants, plus the workshop facilitator(s).
Duration: Typically 3-4 hours
To gain alignment it’s important that all participants co-create the vision. The vision describes an ambitious and motivational future-state for the business. This vision is written as a vision statement, which has the following qualities:
To move with velocity to drive profitable growth and become an even better McDonald’s serving more customers delicious food each day around the world.McDonald’s Vision Statement
We’ll save money by eliminating impediments to deliver a frictionless customer experience, which empowers our front-of-house colleagues.A Vision Statement created by a team in a FTSE 100 company
Brainstorm and agree on three or four measures of success. These ensure the right benefits, behavioural changes and consequences will be achieved which will support the vision.
Some examples of measures of success:
Measures of success should be found within the vision statement. The following measures of success are implied in the McDonald’s vision statement:
Now facilitate the participants to brainstorm a number of strategies which will meet some or all of the measures of success, which they believe will help to fulfil the vision.
If the vision is transformational, encourage the creation of strategies which will test long-held assumptions.
Participants can write their strategies individually or in pairs. Each strategy idea should be written on post-it notes. Once participants have written a few each, remove any which the participants agree are duplicates.
A strategy is something which gives consistency over time and contains the essence of how you’re going to be differentGary Hamel’s definition of strategy
These strategies should now be ordered relative to each other. They should be ordered by their degree of perceived value towards achieving the vision, and by the perceived complexity of achieving the strategy.
This stage of the workshop creates a spread of strategies where the following can be identified and discussed:
Participants should then reflect on the distribution of strategies, and be encouraged to debate, modify, reposition, and possibly remove strategies. This helps the participants create an ordered backlog of strategies.
Since each strategy has a degree of uncertainty, each strategy should be treated as a hypothesis to be proven or disproven through rapid experiments. Therefore, following the workshop, with close support of their leaders and stakeholders, execution teams should test and learn whether the strategies can be achieved.
These strategies should be tested through the innovations, products and services built by the execution teams. A Lean Startup approach should be employed utilising concepts such as the Minimum Viable Product. In partnership with the workshop participants, teams should be disciplined and ruthless in discontinuing ideas which don’t meet the strategic objectives.
A possible set of evaluation criteria can be the one described by the Ash Maurya:
Another set of criteria could be testing for problem-solution fit and product-market fit.
A final stage of the workshop is for the participants to agree on how to brief and support execution teams to address two or three strategies from the top of the strategy backlog.
The continuation of existing strategies, innovations, products and services should be judged against their alignment to the vision and its measures of success.
A pivot is a change in strategy without a change in visionEric Ries
A cadence structure should be agreed and set-up for the participants to regularly meet, review and adjust the strategic fit to the vision. This should be done in union with the execution teams.
To ensure on-going alignment and support for execution teams, execution teams should be encouraged to make use of visual management techniques which demonstrates how their current and future work is testing the agreed strategies. The Cone-shaped Backlog is one such visual management technique.