It began with the forging of the Great Maps and Simon Wardley
Wardley Mapping is a key concept featured in our book, The Value Flywheel Effect. However, many people find it challenging to grasp at first. In this post, we want to share how we got started.
Wardley Mapping is a key concept featured in our book, The Value Flywheel Effect. However, many people find it challenging to grasp at first. In this post, we want to share how we got started with mapping, our experiences, and key lessons learned along the way.
Discovering Simon Wardley and Wardley Mapping
Wardley Mapping has been an integral part of our journey since 2012. At that time, Simon Wardley was speaking about early cloud adoption at conferences, often referring to the concept of crossing the river by feeling the stones. He began mapping when he was a CEO, drawing from military strategy and The Art of War.
In 2017, we became early adopters of Wardley Mapping in our field. We first encountered Simon Wardley at an open-source conference. His presentation was both insightful and entertaining, making it seem like common sense—why would anyone approach strategy any other way?
Why Were We Looking for Wardley Mapping?
At a certain stage in our careers, we felt the need for a broader perspective. As engineers, we wanted to understand the bigger picture: Why do things operate the way they do? Why are certain decisions made? Wardley Mapping provided us with a structured approach to answer these questions.
We sought tools to help us transition to the next phase of our careers—tools that would enable us to become better leaders, set clearer directions, and increase our impact. Simon Wardley’s insights resonated with us because we saw the same patterns he was describing.
The Turning Point
In 2016, Simon began writing his book, and we attended Lean Agile Scotland that October, where he delivered a talk. Even though we had seen his presentation multiple times, experiencing it in person made everything click. Engaging with Simon directly helped solidify our understanding.
For a year or two, mapping remained somewhat confusing until that pivotal moment. This highlights an important lesson: understanding often requires time, repetition, and hands-on engagement.
The Role of Technical Leaders in Driving Change
As technical leaders, we often navigate complex environments, balancing multiple disciplines and enacting change. Communicating strategy and the broader landscape to different teams can be challenging. Wardley Mapping provided a framework to visually represent these complexities and facilitate conversations.
We started experimenting with mapping. Initially, we made mistakes—our early maps, in hindsight, had flaws. However, through practice, we developed confidence and refined our approach.
Moving Beyond PowerPoint
At one point, we decided to move away from PowerPoint slides and instead focus on interactive discussions and whiteboard sessions. Teaching others about mapping reinforced our understanding. Whenever we had visitors or customers, we used mapping exercises to facilitate discussions, sometimes with mixed results. But when it worked, it was transformative.
A breakthrough moment occurred during a mapping session with an executive. By mapping out the strategy visually, we uncovered insights that hadn’t been previously considered—leading to a strategic shift.
From Individual to Group Mapping
A crucial step in the learning journey is transitioning from individual to group mapping. When mapping alone, you focus on personal understanding. In a group setting, discussions enrich the map with diverse perspectives. This collaborative process enhances situational awareness and decision-making.
Attending conferences further accelerated our growth. Simon Wardley and other practitioners continuously refine and evolve mapping techniques, making the approach more effective over time.
Using the Wardley Mapping Canvas
Initially, we found structured mapping frameworks overwhelming. We wanted to dive straight into mapping rather than engage in too much preparation. However, the Wardley Mapping Canvas proved invaluable, helping teams articulate customer needs and value chains more effectively.
Ben Mosior’s (@HiredThought) resources, including learnwardleymapping.com, were instrumental in deepening our understanding. Two key lessons stand out:
Start with customer needs – Teams often struggle when they lack clarity on their customer’s identity.
Understand the four phases of evolution – Recognizing whether a component is in Genesis, Custom Build, Product, or Commodity is essential for strategic thinking.
Overcoming the Fear of Imperfection
Many beginners hesitate because they fear their maps are incorrect. We’ve all been there. However, mapping is a process—it evolves. The key is to embrace the discomfort, iterate, and engage in discussions. Maps start with a single component and gradually expand.
There was a phase where we could interpret other people’s maps but struggled to create our own. A breakthrough came when a colleague asked, Have you considered this user? Sometimes, an external perspective is needed to see missing elements.
Avoiding the Pitfall of Over-Mapping
One common mistake is mapping too much detail. Initially, we attempted to include every minor component. Eventually, someone pointed out that five components could be consolidated into one. Simplification is key.
Through practice, we refined our skills and extended mapping across teams, unlocking valuable insights. Online collaboration tools like Miro have since made group mapping more accessible.
Mapping as a Tool for Action
At a certain point, we realised that mapping isn’t the end goal—it’s a means to drive action. Senior leaders don’t always need to see the map itself; they care about the decisions and outcomes derived from it. Gregor Hohpe’s The Software Architect Elevator reinforced this idea: as you move up the organizational hierarchy, you must adjust how you communicate strategic insights.
Recognising Patterns and Barriers
With experience, patterns emerge—such as Pioneer, Settler, Town Planner or capability gaps. Mapping exposes barriers, both technical and organisational, that hinder progress. In one exercise, we discovered an isolated team operating outside the expected value stream, raising critical questions about alignment and priorities.
Is It Easier to Start Mapping Today?
When we started, resources on Wardley Mapping were scarce. Today, it’s much easier to begin. The community has grown, and numerous materials are readily available, including Simon Wardley’s research maps on GitHub and events like Map Camp.
Mapping has extended beyond technology. Organisations like the UK Coast Guard have used it to optimise life-saving operations. Government initiatives, led by figures like Liam Maxwell, have also embraced mapping to drive digital transformation.
Recommended Resources
If you’re interested in learning more, here are some key resources:
Simon Wardley (@swardley) on Twitter – check his pinned tweet for resources.
Wardley Mapping (Simon’s book) – available for free on Medium (@wardleymaps).
John Grant’s collection of maps: list.wardleymaps.com.
Ben Mosior’s learnwardleymapping.com.
Our book, The Value Flywheel Effect.
Final Thoughts
Wardley Mapping has profoundly shaped our strategic thinking. It’s a tool that fosters clarity, collaboration, and better decision-making. While the learning curve may seem steep, the effort is worthwhile. Start small, iterate, and engage with the community—you’ll soon uncover insights that you can’t unsee.
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