Wardley map

Last updated

A Wardley map is a map for business strategy. [1] Components are positioned within a value chain and anchored by the user need, with movement described by an evolution axis. [2] Wardley maps are named after Simon Wardley who created the technique at Fotango in 2005 having created the evolutionary framing the previous year. [3] [4] The technique was further developed within Canonical UK between 2008 and 2010 [5] [ third-party source needed ] and components of mapping can be found in the "Better For Less" paper published in 2010. [6]

Contents

Summary

Each component in a Wardley map is plotted according to its position in two dimensions:

Components are drawn as nodes linked by lines representing dependencies between them. The map is oriented towards the customer or end-user, at the very top of the value chain (and therefore the highest component in the vertical dimension). Directly beneath the end-user are nodes representing the user needs the company seeks to meet, and beneath these in turn are nodes representing components required to meet these needs, and so on. Each component also has a position on the horizontal axis corresponding to its evolution: components to the left are less evolved (rare or not-yet-extant, with higher risk of failure) and components to the right are more evolved (common and standardized, with lower risk of failure). Novel stage components which are highly visible to the end-user are therefore found in the top-left of the map, whereas commodity components abstracted away from the end-user are found in the bottom-right. [7] [8]

Much of the theory of Wardley mapping is set out in a series of nineteen blog posts written by Wardley [9] which is a summary of Wardley's previous blog posts [10] and a dedicated wiki called Wardleypedia. [11]

Example

Imagine that a company wants to set up a new drone courier service. The user need is to receive packages quickly from the company. The company objective is to meet this user need by delivering packages quickly to customers. This is a high-value, low-commodity component and is placed at the top-left of a Wardley map. If there were dozens of competing drone courier companies, this component would move right on the Wardley map, indicating that the service is closer to being a commodity.

Other components are mapped similarly. For example, a drone operator needs to be aware of the weather conditions to determine the route a drone should take and the maximum weight it can carry. Weather information is of little value to the customer and can be bought from a wide range of weather data providers. It is thus placed at the bottom-right of the Wardley map.

Key components needed to set up a drone courier service (left). The same components on a Wardley map (right). WardleyMapExample.jpg
Key components needed to set up a drone courier service (left). The same components on a Wardley map (right).

Uses

Wardley maps are used within UK government, with particular interest within the Government Digital Service (GDS) [12] [13] for strategic planning and identifying the best targets for government digital service modernisation.

They have been used to map the existing and planned technology infrastructure and services for High Speed 2 (HS2). [14]

They have been used to map the value chain and maturity of components in security operations to support a large scale commercial organisation decide to build or outsource their security operations centre, SOC Value Chain & Delivery Models

Tools

A number of tools exist including Online Wardley Maps, [15] templates in Miro, [16] plugins for Visual Studio, [17] MapScript, [18] Wardley Map generator in Golang, [19] MapKeep, [20] and Glamorous Toolkit. [21]

Criticisms

Simon Wardley claims that much of the process's value lies in "exposing assumptions. allowing challenge and creating consensus" [22] [ non-primary source needed ] — but detractors worry that the process in fact lets people "launder assumptions into facts, delegitimise challenge (and still create consensus)". [23]

Related Research Articles

<span class="mw-page-title-main">Supply chain management</span> Management of the flow of goods and services

In commerce, supply chain management (SCM) deals with a system of procurement, operations management, logistics and marketing channels, through which raw materials can be developed into finished products and delivered to their end customers. A more narrow definition of supply chain management is the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronising supply with demand and measuring performance globally". This can include the movement and storage of raw materials, work-in-process inventory, finished goods, and end to end order fulfilment from the point of origin to the point of consumption. Interconnected, interrelated or interlinked networks, channels and node businesses combine in the provision of products and services required by end customers in a supply chain.

<span class="mw-page-title-main">Logistics</span> Management of the flow of resources

Logistics is the part of supply chain management that deals with the efficient forward and reverse flow of goods, services, and related information from the point of origin to the point of consumption according to the needs of customers. Logistics management is a component that holds the supply chain together. The resources managed in logistics may include tangible goods such as materials, equipment, and supplies, as well as food and other consumable items.

<span class="mw-page-title-main">Service economy</span> Economy mainly driven by sales of services

Service economy can refer to one or both of two recent economic developments:

A value chain is a progression of activities that a firm operating in a specific industry performs in order to deliver a valuable product to the end customer. The concept comes through business management and was first described by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance.

The idea of the value chain is based on the process view of organizations, the idea of seeing a manufacturing organization as a system, made up of subsystems each with inputs, transformation processes and outputs. Inputs, transformation processes, and outputs involve the acquisition and consumption of resources – money, labour, materials, equipment, buildings, land, administration and management. How value chain activities are carried out determines costs and affects profits.

A value network is a graphical illustration of social and technical resources within/between organizations and how they are utilized. The nodes in a value network represent people or, more abstractly, roles. The nodes are connected by interactions that represent deliverables. These deliverables can be objects, knowledge or money. Value networks record interdependence. They account for the worth of products and services. Companies have both internal and external value networks.

Service design is the activity of planning and arranging people, infrastructure, communication and material components of a service in order to improve its quality, and the interaction between the service provider and its users. Service design may function as a way to inform changes to an existing service or create a new service entirely.

In software development and product management, a user story is an informal, natural language description of features of a software system. They are written from the perspective of an end user or user of a system, and may be recorded on index cards, Post-it notes, or digitally in specific management software. Depending on the product, user stories may be written by different stakeholders like client, user, manager, or development team.

A supply network is a pattern of temporal and spatial processes carried out at facility nodes and over distribution links, which adds value for customers through the manufacturing and delivery of products. It comprises the general state of business affairs in which all kinds of material are transformed and moved between various value-added points to maximize the value added for customers. In the semiconductor industry, for example, work-in-process moves from fabrication to assembly, and then to the test house. The term "supply network" refers to the high-tech phenomenon of contract manufacturing where the brand owner does not touch the product. Instead, she coordinates with contract manufacturers and component suppliers who ship components to the brand owner. This business practice requires the brand owner to stay in touch with multiple parties or "network" at once.

<span class="mw-page-title-main">OpenStreetMap</span> Collaborative project to create a free editable map of the world

OpenStreetMap (OSM) is a free, open geographic database updated and maintained by a community of volunteers via open collaboration. Contributors collect data from surveys, trace from aerial imagery and also import from other freely licensed geodata sources. OpenStreetMap is freely licensed under the Open Database License and as a result commonly used to make electronic maps, inform turn-by-turn navigation, assist in humanitarian aid and data visualisation. OpenStreetMap uses its own topology to store geographical features which can then be exported into other GIS file formats. The OpenStreetMap website itself is an online map, geodata search engine and editor.

The Forrester effect map is a business technique used to analyse the disturbance on the supply chain of reorder activity.

A communications enabled application (CEA) is a set of information technology (IT) components and communication technology components that are integrated using a particular service-oriented architecture (SOA) to increase the productivity of an organization and/or improve the quality of users' experiences.

<span class="mw-page-title-main">ILOG</span> Software company that makes products including JRules

ILOG S.A. was an international software company purchased and incorporated into IBM announced in January, 2009. It created enterprise software products for supply chain, business rule management, visualization and optimization. The main product line for Business Rules Management Systems (BRMS) has been rebranded as IBM Operational Decision Management. Many of the related components retain the ILOG brand as a part of their name.


Customer experience is the totality of cognitive, affective, sensory, and behavioral customer responses during all stages of the consumption process including pre-purchase, consumption, and post-purchase stages.

<span class="mw-page-title-main">Here Technologies</span> Netherlands-based mapping data company

Here Technologies is a Dutch multinational group specialized in mapping technologies, location data and related automotive services to individuals and companies. It is majority-owned by a consortium of German automotive companies and American semiconductor company Intel whilst other companies also own minority stakes. Its roots date back to U.S.-based Navteq in 1985, which was acquired by Finland-based Nokia in 2007. Here is currently based in The Netherlands.

A minimum viable product (MVP) is a version of a product with just enough features to be usable by early customers who can then provide feedback for future product development.

Lean startup is a methodology for developing businesses and products that aims to shorten product development cycles and rapidly discover if a proposed business model is viable; this is achieved by adopting a combination of business-hypothesis-driven experimentation, iterative product releases, and validated learning. Lean startup emphasizes customer feedback over intuition and flexibility over planning. This methodology enables recovery from failures more often than traditional ways of product development.

A global value chain (GVC) refers to the full range of activities that economic actors engage in to bring a product to market. The global value chain does not only involve production processes, but preproduction and postproduction processes.

Target operating model is a description of the desired state of the operating model of an organisation. When working on the operating model, it is normal to define the "as is" model and the "to be" model. The target operating model is the "to be" model. It is possible to produce a target operating model for a business or a function within a business or a government department or a charity.

A value stream is the set of actions that take place to add value to a customer from the initial request through realization of value by the customer. The value stream begins with the initial concept, moves through various stages of development and on through delivery and support. A value stream always begins and ends with a customer. Value stream is usually aligned with company processes.

<span class="mw-page-title-main">Simon Wardley</span> English businessman and researcher

Simon Wardley is a British researcher and former CEO best known for the creation of Wardley mapping.

References

  1. Wardley, Simon (May 3, 2017). "My basics for business strategy". Medium. Hacker Noon. Retrieved August 24, 2021. The unimaginatively named 'Wardley' map is a map. By that I mean it has the basic characteristics of a map.
  2. Wardley, Simon (May 3, 2017). "My basics for business strategy". Medium. Hacker Noon. Retrieved August 24, 2021. The anchor for the map is the user need. The position of components is provided by a value chain with movement described by an evolution axis.
  3. Wardley, Simon (2 February 2015). "An introduction to Wardley (Value Chain) Mapping". blog.gardeviance.org. Retrieved 5 November 2018.
  4. Wardley, Simon (3 February 2014). "A Wardley Map". blog.gardeviance.org. Retrieved 1 November 2019.
  5. Wardley, Simon (24 August 2013). "Mapping and playing games". blog.gardeviance.org. Retrieved 1 November 2019.
  6. Maxwell, Liam (7 September 2010). "Better for Less" (PDF). The Network for the Post-Bureaucratic Age.
  7. Hruby, Pavel; Kiehn, Jesper (23 March 2021). Value Aspects of Wardley Maps (PDF). International Workshop on Value Modelling and Business Ontologies 2021. CEUR Workshop Proceedings. Vol. 2835. Retrieved 17 July 2023.
  8. Hruby, Pavel; Scheller, Christian (October 2022). Event-Driven Microservice Architecture: Patterns for Enterprise Applications Supporting Business Agility (PDF). International Conference on Pattern Languages of Programs 2022. Retrieved 17 July 2023.
  9. Wardley, Simon (7 March 2018). "Wardleymaps". Medium . Retrieved 5 November 2018.
  10. Blog post Gardeviance blog
  11. "Wardleypedia". wardleypedia.org. 31 October 2017. Retrieved 5 November 2018.
  12. Thompson, Mark (9 October 2015). "The power of situational awareness for digital government". Computer Weekly. Retrieved 5 November 2018.
  13. Findlay, James (16 April 2014). "Guest post: Mapping the way to a strategy". GOV.UK blogs: Government technology. Retrieved 18 July 2023.
  14. "Figure 3". ResearchGate .
  15. "OnlineWardleyMaps - Draw Wardley Maps in seconds using this free online tool". onlinewardleymaps.com. Retrieved 30 March 2023.
  16. "Understand context and diminish risk: How to build your first Wardley Map with Miro". 18 May 2018.
  17. "Wardley Maps - Visual Studio Marketplace".
  18. "MapScript".
  19. "Go-Wardley - Wardley maps generator". GitHub .
  20. "Mapkeep". mapkeep.com. Retrieved 30 March 2023.
  21. "Becoming Glamorous: From 0 to a Wardley map in GlamorousToolkit - Where parallels cross".
  22. Wardley, Simon [@swardley] (22 July 2017). "All maps are imperfect representations. Their value is in exposing assumptions. allowing challenge and creating consensus" (Tweet). Retrieved 5 November 2018 via Twitter.
  23. Edgar, Matt (13 August 2017). "What do Wardley maps really map? A settler writes". Matt Edgar writes here. Retrieved 5 November 2018.[ self-published source? ]