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Summary
On writing the Lord of the Rings, J.R.R. Tolkien quipped “I wisely started with a map”. In this discussion with Simon Wardley of the Leading Edge Forum, we looked at the subject of maps and topographical intelligence and whether they apply to business. We discussed what is a map, how to build one, and why do they matter, after which we focused on doctrine and core principles of organization—namely why this is no such thing as one size fits all culture, and how to cope with constant change by organizing with maps through pioneers, settlers and town planners.
Key Insights
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Most business leaders lack true situational awareness because they haven’t been trained like military personnel.
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Traditional strategy often relies on vague, copied buzzwords rather than an understanding of evolving landscapes.
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Maps require three essential elements: an anchor, meaningful position, and movement to represent change over time.
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Space in a map must have meaning; mere diagrams without anchored positioning are not effective strategy maps.
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Strategy involves a cyclical process of purpose, observing landscape and climactic patterns, orienting with doctrine, deciding gameplay, and acting.
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Economic and technological components evolve along a spectrum from genesis through custom-built, product, and ultimately to commodity and utility.
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There is no one-size-fits-all method; appropriate practices vary depending on where components are on the evolution axis.
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Mapping enables identifying inertia—capital and legacy investments that resist change—and helps anticipate strategic risks and opportunities.
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Open, utility commoditized models leverage ecosystems by exposing components publicly to encourage innovation on top, boosting efficiency and customer focus simultaneously.
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Co-creating maps with the actual teams involved deepens understanding and ensures strategy is grounded in reality rather than guesswork.
Notable Quotes
"I realized I was just making it up despite the company’s growth."
"Very few people in business are familiar with situational awareness unless they served in the military."
"If I don’t have a map, I can’t see patterns or apply context-specific gameplay."
"Space has meaning in a map—if you move components around without reason, it’s no longer a map."
"There’s no such thing as one-size-fits-all methods; what works in one part of the map doesn’t work in another."
"The Red Queen effect means if others adapt, you must adapt or lose."
"Building a map is like learning to play chess—you have to see the board to decide your move."
"You can mine metadata from your platform to spot emerging patterns and commoditize new components."
"Most strategy today is guesswork based on what others are doing, not based on situational awareness."
"The only people who can effectively map a space are those who work and understand that space intimately."
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