There is a reason why, in my online mapping course, I recommend focusing on the 10-20 most critical components. This approach is strategic: it's about creating a map that's effective and manageable, rather than attempting the impossible task of perfection, which can be incredibly time-consuming.
Recently, I consulted with a client who sought to use Wardley Maps for organizational transformation. Their goal was ambitious and required board approval due to its broad implications. Together, we crafted a map, thoroughly analyzed their landscape, and aligned our efforts with the existing strategy.
However, a challenge arose during our presentation to senior management. Instead of concentrating on the overall story the map was telling, attention was drawn to a few components slated for future removal. This highlights a common risk in mapping: overloading the map with too many components can lead to unnecessary distractions.
The solution? Maintain a comprehensive map for in-depth analysis and create a streamlined version for presentations. This simplified map should focus on your main narrative. If detailed explanations are needed, you can always refer back to the complete map, bringing in those intricate or less relevant details as necessary.
Comments