Me : Long story, all to do with how space has meaning. To keep it short, maps help people to focus on user needs, the components involved, to communicate missing components and scenario play ideas like staff becoming robots.
X : Our executive team is concerned that we need to up our game in order to out innovate Amazon.
Me : Do you map?
X : Yes
Me : Like this?
X : No. What's that?
Me : A map of a tea shop.
Me : Long story, all to do with how space has meaning. To keep it short, maps help people to focus on user needs, the components involved, to communicate missing components and scenario play ideas like staff becoming robots.
X : I don’t see how that helps with innovation?
Me : A lot of what people think will be the next great innovation is nonsense. Actually, most of it is. That’s the nature of the uncharted space, it’s experimental, high risk and generally results in failure.
X : We need more reliable innovation.
X : We need a consistent method.
Me : You can’t have one ...
Me : It can be both complex and complicated. At some points also simple, but we’re wandering. This is just the start, wait until you get into team organisation, culture, purchasing methods etc.
Me : Ok, well we can start with doctrine.
X : What’s that?
Me : Do you know the strategy cycle?
X : No
Me : Ok, let us start there ….
Me : Measure yourself against doctrine. Ask people. You’ll soon discover whether you look more like the bank or the web company.
X : And why does this matter?
Me : Adaptability. The more green, the better.
Me : My bad, this is a banking giant.
X : How do they survive?
Me : Most of their competitors look the same. Well, they used to anyway. Survive is more past tense for some.
Me : It’s a start. You won’t be anyway near anticipation or gameplay yet but you won’t make daft errors.
X : How long does it take.
Me : You mean which order should I fix things in? I’ve given a best guess implementation in phases.
Me : Depends upon your size and focus. Give yourself a good few years.
X : We need to move faster. How about gameplay.
Me : There’s a lot to gameplay. Problem is, you know 'nuffin about strategy Jon Snow, so don’t go there.
Me : Yes and you’re only just now learning about maps and principles.
X : Are you going to help or not?
Me : Well, you seem unwilling to learn but there is one thing …
Me : Fire staff, cut costs, buy equivalent companies to replace revenue and repeat the squeeze. Hand out dividends and kick off a share buyback scheme.
X : How is that going to help us become more successful?
Me : It’ll buy you time and keep the stock price up.
Me : Hell no. If your company is going to have any future then you should use that time for yourself and your exec team to retire.
Me : Look, you run the company with no maps which means you probably don't understand user needs, components involved, duplication and you'll be riddled with misalignment, lack of communication & learning and magic solutions - Let's AI, Spotify, Agile ...
Me : Because almost everyone else is a mess as well. A few aren't and I'm afraid your competitors of the future won't be as trivial and simple to fight against as the the competitors of the past. Either adapt or get out of the way. Your choice.
More from Simon Wardley #EEA
"Fifty-nine percent of those polled said they believed China will become more powerful than the U.S. within 10 years" - https://t.co/3vN4I1TjwP ... I hate to break it to you but it already is in many areas.
When I published this work (originally from 2015) - https://t.co/GYOItA3StZ - I did tend to get a lot of pushback from US folk when presenting it.
Six years later, less so.
I expect China to start to tackle inequality this year. It's the Achilles heel of the West. We have no response, nor Governments with the required skill, strategy or practice to respond.
We will ultimately face a more advanced, more wealthy and more equal society ...
... as that example of what "is possible" / "good looks like" shift to the East, we will face a painful shift as we question our own values including our kind of democracy. But in reality, the problem is not with our values but our shockingly poor standards of leadership.
X : Is this because of Trump?
Me : No, this has been going on since the 1990s. There has been no effective counterplay to the long game that Deng Xiaoping started. Just hubris, arrogance and exceptionalism with annual Economist articles on "How China will fall".
When I published this work (originally from 2015) - https://t.co/GYOItA3StZ - I did tend to get a lot of pushback from US folk when presenting it.
Six years later, less so.
Though advantage does not immediately translate to leadership, I suspect many underestimate China in the cloud - pic.twitter.com/TXIPk9TE5u
— Simon Wardley (@swardley) January 22, 2016
I expect China to start to tackle inequality this year. It's the Achilles heel of the West. We have no response, nor Governments with the required skill, strategy or practice to respond.
We will ultimately face a more advanced, more wealthy and more equal society ...
... as that example of what "is possible" / "good looks like" shift to the East, we will face a painful shift as we question our own values including our kind of democracy. But in reality, the problem is not with our values but our shockingly poor standards of leadership.
X : Is this because of Trump?
Me : No, this has been going on since the 1990s. There has been no effective counterplay to the long game that Deng Xiaoping started. Just hubris, arrogance and exceptionalism with annual Economist articles on "How China will fall".
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