by Thierry de Pauw on
3 cups of tea with a map: having conversations with Wardley maps, Jabe Bloom @cyetain
PhD in Transition Design
I don't research on people, but with people:
=> Practice-Based Research aka Action Research: doing research by doing it with people
the way for change to happen is to have 3 conversations
the way we are going to do this today is to have conversations initiated with maps.
I love Simon, but I think most of the work of Simon is towards C-level
=> difficult for teams
Lots of what we are going to do today are this team conversations allowing these teams to then have these conversations with C-level
Two types of logics:
- Propositional logic: prove what is true
- Inquiry logic: the logic I follow is to make questions occur
these two lead into each other
maps are helping with the inquiry (I think ???).
what ends up on your map is what is being discussed
Intro to Wardley Maps:
At top, you have the visible things: user needs
Underneath: the invisible things necessary for the user needs
Evolutionary axis: Genesis, Custom built, Product, Commodity
- @lunivore: “Evolution happens in an ecology. One of the things I see is that people just redraw their architectural stacks, not an ecology; and I think that hides things which are important.” @cyetain #WardleyMapping #lascot
Ecology of Components:
- for any component in a marketplace, there will be competition
- this means: similar components will attempt to provide for the same needs as other components by either differentiating or providing operational efficiencies
=> outcomes: the value provided by using the data (output of IT)
Simon got value chains from Porter
A company's value chain is a system of interdependent activities, which are connected by linkages. -- Porter, How information gives you a competitive advantage
The Tea map: bottom - warm water, kettle and power => can be used to produce something else than producing tea
The bottom of the Wardley map is stable regimes of production.
Please note: if you work with Architects and you take an architecture stack and put it on a Wardley map, you may miss the ecology
@tdpauw: RT @lunivore: “Evolution happens in an ecology. One of the things I see is that people just redraw their architectural stacks, not an ecology; and I think that hides things which are important.” @cyetain #WardleyMapping #lascot
@lunivore: “The options available to you, they’re part of the ecology. So I want to point at ‘Oracle’ and say, what other providers are there? What other components could do that job?” @cyetain on difference between Architecture Diagram & Map components #WardleyMapping #lascot
Tragedy of Commons
when you have a non-competitive situation in place => people will manage the commons
the minute someone introduces the game theory => commons get destroyed
In a lot of businesses, there are common things: things you share
Example: physical infrastructure you work in
This problem can only be applied to things you consume. If you don't consume it, the common is not a problem.
The key is the idea of the management of consumables
- some things are consumable: examples functions and data
if more people use the login-function, does that function gets used up?
- some things increase in value when they are consumed
Differentiation, Disruption and Far-From equilibrium
can you think of some examples of differentiation? example: the new iPhone camera
certain things are valuable because they differentiate, some things get value because we use them and some things get value because we use them better (efficiency). @cyetain
There is a difference between a Backlog and a Portfolio of Options! @cyetain
=> story mapping + experiments to validate your options
In IT there are general 3 economic frameworks
Genesis -> Custom -> Product -> Commodity
differentiation scope scale
these 2 economic philosophies hit each other and can't work together:
- differentiation will not be cheap, scale will be cheaper
in the middle you have scope:
- you do have to differentiate and you do have to be efficient
difference place tend to be product teams and UX teams => the value they provide is as thin as possible because they know
scope place is the platform teams: only measured by functions used by the difference teams - if the function is not used it has any value
scale place ...
In Cynefin terms: difference is complex and scale is complicated
@lunivore: “The economies of difference, scope and scale... scope’s the one that doesn’t get talked about. There, measure value by speed of adoption. You put a new function in your platform; how quickly do the differentiation teams use it?” #cyetain on winning plays #WardleyMapping #lascot
==> user needs always change
=> our platform == options: we need to recommon our functions and data, we need to minimise the cost of change
@lunivore: “Scope... I’m going to measure you on how many people use your platform; but you can’t force them to use it. You have to make them want to use it.” @cyetain #WardleyMapping #lascot
Economy of Differentiation:
- defined by the economoic advantage of creating somehing novel in the market
- high failure rate
Economy of Scale:
- driven by reproducing consumable good with ever more efficient processes
- no standard no kaizen
- shrinking margins means growth is driven by market consolidation: when commodity, there are few competitors
- small players can't achieve the same scale as market consolidators ... so have limited growth ... and limited options
Economy of Scope:
- driven by leveraging good that are not consumed in use
- they are Ecological:
- they serve differentiators by accelerating creation
- they serve scale players by reducing variation
Platform people should absolutely not build a platform. They should watch the differentiator teams and discover what they are using. Hey, you are using a login function and you too. Ok, we are going to create a login function. @cyetain
Functions are ephemeral, they can move everywhere when they want.
Data are not ephemeral, they have gravity.
you can move your functions quickly but if they depend on data, you can't move your functions rapidly.
- genesis - custom built - product - commodity
- un-modelled - divergent - convergent - modelled
- genesis - custom-built - product - commodity
- local - distributed - colocated (schema on write) - consolidated (schema on read)
critical: latency and throughput
we tend to not measure latency and throughput when data is local
Functional Ephemerality is defined by: cost to spin it up + execution + cost to tear it down
most orgs are not aware of that, they tend to spin up the function and never tear it down
you have to be careful when saying: we are going to the cloud and our costs will go down. Well, that function is executed 30 times a day. How much time does it take to spin it up?
Trying to find one economic framework for prioritising backlogs is not feasible. You need to use all three: differentiation, scope and scale @cyetain
When there is no compelling need for Movement ... (when you are dominating a stable market)
Focus all effort on reducing the cost of change.