57 lines
2.7 KiB
Markdown
57 lines
2.7 KiB
Markdown
|
# Chapter 3: Exploring the Map
|
||
|
|
|
||
|
|
## Core Focus
|
||
|
|
|
||
|
|
Applying climatic patterns - universal business dynamics - to Wardley Maps to anticipate change and improve strategic decisions.
|
||
|
|
|
||
|
|
## Climatic Patterns
|
||
|
|
|
||
|
|
### 1. Everything Evolves
|
||
|
|
Components move left-to-right due to supply-demand competition. All activities, practices, and mental models progress from novel to commonplace.
|
||
|
|
|
||
|
|
### 2. Characteristics Change
|
||
|
|
As components evolve, properties shift predictably:
|
||
|
|
- **Uncharted**: rare, poorly understood, unpredictable, high uncertainty, potential competitive advantage
|
||
|
|
- **Industrialised**: commonplace, well-defined, standardised, predictable, cost of doing business
|
||
|
|
|
||
|
|
### 3. No One Size Fits All
|
||
|
|
Different evolutionary stages require different management:
|
||
|
|
- **Genesis/Uncharted**: Agile (exploration, experimentation)
|
||
|
|
- **Transitional/Product**: Lean (efficiency, measurement, MVP)
|
||
|
|
- **Industrialised**: Six Sigma / ITIL (deviation reduction, standardization)
|
||
|
|
|
||
|
|
Single-methodology organizations fail because components occupy different stages simultaneously.
|
||
|
|
|
||
|
|
### 4. Efficiency Enables Innovation
|
||
|
|
Industrialised components become building blocks for higher-order systems. "Genesis begets evolution begets genesis."
|
||
|
|
|
||
|
|
### 5. Higher-Order Systems Create New Worth
|
||
|
|
Commodification (social-to-economic value) differs from commoditisation (differentiated-to-undifferentiated). Transitional domains generate highest profitability. But industrialised components enable unpredictable future opportunities.
|
||
|
|
|
||
|
|
### 6. No Choice on Evolution (Red Queen Hypothesis)
|
||
|
|
Competitors adapting to evolved components force others to follow. Stagnation becomes unviable.
|
||
|
|
|
||
|
|
### 7. Past Success Breeds Inertia
|
||
|
|
Existing suppliers resist evolution because transitional domains deliver maximum profitability. Amazon - unencumbered by legacy models - industrialised computing while established vendors resisted.
|
||
|
|
|
||
|
|
## Key Insight
|
||
|
|
|
||
|
|
Amazon dominated cloud not through superior engineering but because they had no legacy business model creating inertia. Pat Gelsinger dismissed Amazon as "a company that sells books" - precisely why Amazon could disrupt.
|
||
|
|
|
||
|
|
## Application
|
||
|
|
|
||
|
|
Using these patterns on a map enables:
|
||
|
|
- Anticipating which components will commoditize
|
||
|
|
- Predicting resistance to change (inertia)
|
||
|
|
- Identifying platform evolution trajectories
|
||
|
|
- Spotting opportunities from compound evolution
|
||
|
|
- Making assumptions visible for collaborative discussion
|
||
|
|
|
||
|
|
## Key Takeaways
|
||
|
|
|
||
|
|
1. Maps enable pattern recognition for strategic foresight
|
||
|
|
2. Evolution is inevitable but uneven across components
|
||
|
|
3. Industrialization paradox: reduces near-term advantage while enabling unpredictable future value
|
||
|
|
4. Organizational adaptation is competitive necessity
|
||
|
|
5. Visible assumptions on maps beat assumptions locked in minds
|