by Thierry de Pauw on
#leanagilex
Forming an agile strategy in a complex landscape with strategy maps
@siliconglen #strategymaps
Intended audience:
a story of discovery via Roman Pichler's roadmaps and Simon Wardley's mapping
both were talking about strategy
Wardley maps don't show you what to do first
=> took a Wardley map and turned it into a visual roadmap
"Corporate strategy":
- be the leading army
- win 3 battles this year
- be in the magic quadrant for territory expanders this year
Battle of Bannockburn, 23/24 June 1314
The Scots defeated an English army more than double their size by using an effective strategy
Only 2 days.
Strategy is not just for multi year big spends
Also, all maps are wrong, some are useful
Strategy = a coherent and contextual plan to deliver outcomes
Outcome = has lasting value in realising the vision
Vision = the desired future estate
Tactics = supporting activities in the strategy ...
Vision realised by Outcomes
Outcomes are delivered by Strategy
Strategy is supported by Tactics
Progress measure by Key Results
Culture eats Strategy for breakfast
Peter Drucker didn't really said that, but ...
-> Culture Myths debunked
it is your culture which helps your strategy
therefore, these are complementary rather than opposite.
The seven deadly sins of cargo cult
1. copying what other people do without context
2. repeat 7 times
We're still sometimes poor at applying effective strategy in business
Kodak, Blockbuster, Nokia, Toys R Us
we still have cameras
we still watch films
we still buy phones and toys
97% of 10.000 senior executives believe strategy is the most important organisational leadership
Agile Failure Patterns: it's about leadership
even a framework like SAFe do not go deep into strategy
From the book: Strategize, Roman Pichler
Vision -> Product Strategy -> Product Roadmap -> Product Backlog
https://www.romanpichler.com/blog/should-product-roadmaps-have-dates/
Strategy Cycle:
- Purpose: why does this matter to us? => The Game
- Landscape: description of environment
- Climate: forces that effect the environment => Observe
- Doctrine: operating techniques and beliefs => Orient
- Leadership: context specific decisions => Act
Frequently missing
- strategy needs a compelling story and committed people
- dynamics of competitors
- remember culture & strategy are not mutually exclusive
- regular updates in line with feedback and changing circumstances
if knowledge evolves, why should strategy be fixed?
=> Strategy Map
https://medium.com/@siliconglen/strategy-maps-bcb81b0dea49
Strategy map template
https://medium.com/@siliconglen/strategy-map-template-ceaa710c79
The (old) Plan: agile transformation
what could possibly go wrong
=> strategy, roadmap and plan B
Suggested approach:
1. understand the present
2. what outcomes support he vision
3. use red team thinking to explore alternative views (premortem)
4. plan to realistic horizon - too deep or far is waste
5. connect the present to the future
...
Earlier Strategy Maps:
earlier attempts by Kaplan, inventor of balanced scorecard
Red Team Thinking: US Military Red Team Handbook - looks at bringing out assumptions and 2nd/3rd order dependencies
Pre-mortem: blog by Mike Cohn
helpful in context
typically visualise movement in relation to technical maturity and value stream
Wardley Map's and strategy maps can work well together
Strategy maps aren't just about technical maturity
Strategy maps are a generic way of visualising future work, like a Kanban board