Key insights from Simon Wardley's original work on strategic thinking and mapping.
Essential readings from Wardley's books on strategy and mapping
Dual structures (bimodal) are fundamentally flawed because they ignore the transitional 'middle' layer (Settlers). Focusing only on extremes creates conflict and prevents evolution.
Chapter: Chapter 4: Doctrine
To force evolution, new teams must 'steal' work from earlier stages. Settlers productise Pioneer work, and Town Planners industrialise Settler work, forcing each group to move forward.
Chapter: Chapter 4: Doctrine
Collaboration is difficult when different departments speak different languages (e.g., Finance vs. IT). Maps provide a common language to bridge these gaps and enable effective coordination.
Chapter: Chapter 4: Doctrine
Standardization enables greater complexity. Past innovations become commonplace building blocks for new breakthroughs. You stand on giants' shoulders.
Chapter: Chapter 2: Finding a path
Every business has a value chain. Understanding this sequence of activities drives better strategic decisions and competitive advantage.
Chapter: Chapter 2: Value Chains
All models are wrong but some are useful. Maps simplify complexity and speed up decisions. Know their limits or you'll create risk.
Chapter: Chapter 1: On Being Lost
Poor situational awareness kills armies and businesses. Union generals marched into disaster with bad intelligence. Without maps, your projects die.
Chapter: Chapter 1: On Being Lost
Maps beat SWOT every time. Maps show relationships and give you actionable intelligence. SWOT gives you categories but no tactical guidance.
Chapter: Chapter 2: Value Chains
No single approach works everywhere. Companies want one magic solution, but components evolve differently. What works for commodities fails in uncharted territory.
Chapter: Chapter 3: Evolution
Everything evolves through four stages: Genesis, Custom Built, Product, Commodity. Understanding this evolution drives better strategic decisions.
Chapter: Chapter 3: Evolution
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