Wardley map

Wardley map
See also
Strategic scenarios method Market mapping Strategy wheel Business model canvas Product structure Buying center Creative strategy Organizational design models Marketing information system

Wardley map is a map of the structure of service or a business, mapping the components needed to serve the customer or user. It is named after Simon Wardley who claims to have designed it in 2005 .

According to Kim G. wardley maps can be used to better localize what parts of various value chains were commodities and should be outsourced, which should be purchased, and which should be kept in house .

Wardley value chain mapping (Wardley mapping) by Simon Wardley. The technique is useful for establishing different types of situational awareness. The system modeling technique discussed here is intended to provide a quick initial assessment and define the scale and scope of the system to be mapped before proceeding to more in-depth analysis using other tools .

Map visualization

As stated in Network Mapping Simon Wardley, one of the pre-eminent voices in mapping as it relates to IT and that two elements are fundamental for something to be considered a map: position and movement. Some visualizations, such as business process diagrams, show relationships, but not movement.

However, it's easy to fall into the trap of thinking that, according to Wardley's definition, a map must actually move to be a map. This is, of course, impossible for the vast majority of objects we call maps today. To clarify, we'll use his example of what is a map, although it may not be thought to be one initially: a chess board. Rather than a static image of a game at a particular point in time, a chess board conveys (for those who can read it) both the current position of pieces and where each piece could potentially move in the future. Moreover, to someone very familiar with the game, a snapshot of the current board can also provide insight into where the pieces were. All with a single picture.

That is a map: position and movement.

In IT, we run afoul of considering lots of things “maps” that really aren't. One example is the venerable “ping” command. Some would go so far as to say that without the pictures, ping still “describes” a map-like environment .

Characteristics

Wardley maps can exhibit several interesting characteristics :

• they are visual and allow development of shared understanding
• they are anchored with user need and so keep people focused on value
• they visualize the necessary value chain, using the y axis to demonstrate how visible components are to the user ( visible to invisible components)
• they use the x axis to estimate component maturity and enable build-buy-use decisions (genesis to utility); and finally each capability on the map can itself be defined by a map - fitting neatly into the concept of independent services which can be composed into higher order value.

Examples of Wardley map

• Banking System: A Wardley Map of a banking system would include all of the components required, such as customer accounts, cash machines, staff, IT systems, and other services. It would also include inputs such as regulations and customer feedback. The map would show the relationships between the components and how they interact with each other.
• Supply Chain: A Wardley Map of a supply chain would include all of the components required, such as suppliers, manufacturers, warehouses, transportation and distribution networks, and customers. It would also include inputs such as customer demand, market trends, and regulations. The map would show the relationships between the components and how they interact with each other.
• Social Networking: A Wardley Map of a social networking service would include all of the components required, such as user accounts, messaging systems, content feeds, and analytics. It would also include inputs such as customer feedback, market trends, and regulations. The map would show the relationships between the components and how they interact with each other.

Advantages of Wardley map

Wardley maps are a simple yet powerful tool for visualizing the structure of a service or business, helping to identify key components and relationships. The following are some of the advantages of Wardley maps:

• They provide a clear visual representation of the structure of a service or business, allowing stakeholders to quickly identify components and relationships.
• They allow for easy comparison of different services or businesses, making it easier to identify similarities and differences.
• They can be used to identify opportunities for improvement and to plan for future growth.
• They can be used to identify the impact of changes to existing structures.
• They can be used to identify dependencies between components and to plan for contingencies.
• They can be used to facilitate communication between stakeholders and to gain consensus on a shared vision.

Limitations of Wardley map

• Wardley maps are relatively simplistic in their representation, as they are limited to a two-dimensional view, thus requiring additional information to be gathered in order to create an accurate picture.
• Wardley maps can be difficult to interpret and can be time-consuming to create, as it requires a deep understanding of the system being mapped.
• Wardley maps are subjective, as they are based on the opinions and assumptions of the mapper.
• Wardley maps are static and do not provide information about the changes in the system over time.
• Wardley maps can only be used to map systems that are relatively straightforward, and can be difficult to use in more complex environments.
• Wardley maps are also limited in their ability to assess the cost and risk associated with a given system.

Other approaches related to Wardley map

Wardley maps are useful for understanding the structure of services and businesses, but there are other approaches that can be taken to gain an understanding of a service or business. These include:

• The Business Model Canvas is a visual representation of the components of a business, including its value proposition, customer segments, channels, resources, and cost structure.
• The Lean Canvas is a tool used to help entrepreneurs identify and prioritize the riskiest parts of their business model. It is based on the Business Model Canvas, but it is tailored to entrepreneurs, including customer development and validation.
• The Business Model Wheel is a visual representation of the components of a business, including its vision, mission, strategy, customer segments, channels, resources, and cost structure.
• The Value Proposition Canvas is a tool used to help companies identify and prioritize the components of their value proposition. It includes elements such as customer segments, customer jobs, customer pains, customer gains, and product features.

These approaches can be used in conjunction with Wardley mapping to gain an understanding of a service or business and help to create a roadmap for success.

References

• Adato L., Bertucci D. (2018)., Network Mapping: The Journey From Data to Information to Visualization and Finally to Action SolarWinds Worldwide, LLC.
• Barolli L., Takizawa M., Xhafa F., Enokido T. (2019)., Advanced Information Networking and Applications: Proceedings of the 33rd International Conference on Advanced Information Networking and Applications (AINA-2019) Springer
• Corriere C. (2017)., Rugged Baselines for Cybernetic Systems
• Kim G. (2019)., The Unicorn Project: A Novel about Developers, Digital Disruption, and Thriving in the Age of Data IT Revolution
• Pujadas R., Thompson, Mark, Venters, Wardley S. (2009)., Building situational awareness in the age of service ecosystems The London School of Economics and Political Science
• Ubaldi B., Le Fevre M. (2008)., State of the art in the use of emerging technologies in the public sector OECD
• Wardley S. (2015)., Strategy, Mapping and Situational Awareness Leading Edge Forum

Footnotes

Author: Paulina Wolnik