How the underestimated get the upper hand.
Leaders at all levels choose Wardley Mapping to create strategic clarity and purposeful action.
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A lot can (and often does) go wrong in meetings. Plenty of speaking, but no listening. Attention and status games, but no clarity or action. “Why was I invited?” “Will they notice if I leave?” “Oh no, we’re running over time again.” We can make things just a little bit better, with the help of a few simple doctrinal principles from Wardley Mapping.
This is the worst guide to Wardley Mapping ever written — a tongue-in-cheek collection of bad advice. In other words, this is everything I would tell someone about Wardley Mapping if I wanted them to fail.
Jan Rezac asks: "How should I represent user needs when mapping? Because quite a lot of maps do NOT have user needs clearly stated (even Simon's original teashop map & Canonical map)." Short answer? It depends! Wardley Mapping highlights areas of ignorance —...