[Me & X] How easy is it to learn to map?
X : How easy is it to learn how to map?
Me : It's easy and it's tough.
X : Why?
Me : First, you have to think about what your purpose is and why understanding the landscape might be useful.
X : That doesn't sound too bad.
Me: Hmm. Then you need to describe the landscape, so you have to think about who are the users and what are their needs. Then you have to describe the chain of components involved in meeting those needs (the supply chain), this gives you position. Then you have to describe how evolved those components are, this creates the map. These maps can be a rough and ready, drawn on the back of an envelope.
X : Again sounds easy.
Me : Hmmm. After you have a handle on your purpose and landscape, then you can start thinking about the patterns - how components are changing (climatic patterns), how we should orientate about the space (principles / doctrine), how we should manipulate the space to our favour (gameplay) and where to act / invest.
X : Again that sounds easy.
Me : Hmmm, it sounds easy. But most companies barely understand their purpose, let alone their customers and what their needs are. Understanding the supply chain is virtually non-existent and maps are rarer than hens teeth. It sounds easy but to do it requires some modicum of discipline and thought. It's far easier just to pontificate, wave hands around and make up some story which is what most strategy is based upon - a story that some exec believes is true.
X : That's unfair.
Me : 20 years of experience disagrees. If you want a real face palm moment, just explore the field of digital sovereignty.
X : What's wrong with it?
Me : Do you map?
X : No.
Me : Hmmm, then don't worry. It's fine. If you ever do get around to trying to map (it only take 5 to 10 minutes, think users > needs > supply chain > evolution) then I've written some hopefully helpful notes.
X : Does it ever get boring?
Me : What?
X : Teaching people how to map?
Me : No. I guess that's like asking a junior school maths teacher does it ever get boring. It's always amazing to watch people discover new skills.
X : But you're talking about seasoned execs not children.
Me : Good point. There can often be an awful lot of unlearning that has to be done. That bit is not fun. The endless "why do I need to look at the landscape in order to create strategy" debates or the "I don't see the point of understanding user needs" arguments or the tiresome "I do strategy, I don't deal with supply chains" claims. I could do without those.
Originally published on LinkedIn.