Happy Monday! I'm Cory Foy and welcome
to this week's Mapping Mondays video
so far in this series we've talked a lot about mapping
as a mechanism for understaning your landscape, and
discovering where you can make plays, and have even talked
about some of the different types of plays you can make.
However, the capability to make a play
is dependent on several factors. The first
is context and landscape. You're likely
not going to have a good play with a first mover advantage
if you're competing in a utilized component space
But once you've understood the types of gameplays
that are contextually relevant, we still
need the doctrine to be able to execute them.
Simon Wardley defines doctrine as
universally useful patterns that can be applied
regardless of context. I like to think of it
as the operating model for an organization.
In this chart, we can see the doctrine based on varying
categories, like communication, development, learning
operations, those kinds of things. And, you'll see
in the bottom left hand corner that as part of this chart
Simon suggests coloring in that doctrine based on your
assessment of it within your organization. What this is
going to expose is the naturally weak areas that we have.
Simon provides a second
view of the doctrine based on varying phases
and the way you can think about approaching it in your organization.
So let's take a closer look at these phases.
In Phase 1
We're establishing our base oeprating model.
We need to know our users, so we can focus
on user needs. We need to use a systematic method
of learning so we have the data to challenge assumptions
as well as being able to focus on high
situational awareness. We need to use a
common language so we can remove bias and duplication.
And, we need to use the appropriate methods.
Thinking small, which means knowing the details
about what we're doing and why we're doing it.
As we come out of Phase 1 into Phase 2
we're establishing our capbilities of making gameplays.
We know that strategy is iterative
not linear, so we need to manage inertia
bias towards action, moving fast,
thinking about small teams operating with
FIRE - fast, inexpensive, restrained
and elegant. To do this
we're going to need value effectiveness over efficiency,
distributing power and decision making
knowing that it's not just the aptitude of the teams
but their attitudes towards focusing
on outcomes. We also need to be pragmatic
using standards where appropriate, and using
appropriate tools. But ultimately we need to be
transparent about our goals, operating methods, and
direction, as well as being able to manage failure.
Because - when we're iterating and moving fast
that's going to happen. Out of Phase 2
and into Phase 3 and now we're really raising the bar
for our teams. From a leadership perspective
we're commiting to direction, but being adaptive along
the path. We understand strategy is complex
so we think big, being curious and taking
appropriate risks, biasing towards the new.
We need to seek the best we can find, but we also
want to be humble, we want to listen to needs, we want to
be selfless, and we want to stand up for the direction we're going in.
Leaders need to be the owner of the
direction and strategy, setting exceptional standards
but also providing teams with purpose
mastery and autonomy. We're still
looking at those FIRE methods, and we want to continue to do
better with less. And part of that is using
the data we've been gathering to understand how to
optimize our flow with Lean Thinking.
Finally, in Phase 4 we're
firing on all cylinders. We're designing for constant
evolution. Understanding - there's no core!
Everything is evolving. Everything is transient.
We're able to not only use appropriate methods
but shift into appropriate cultures
exploring the landscape like pioneers, establishing
footholds in the market like settlers, and then scaling
and operationalizing components like town planners.
We're listening to our ecosystems - not just
visualizing our landscape, but actively understanding
how we can exploit the weaknesses of the markets
and our competitors.
So, as you look at your landscape and gameplays
think about the doctrine that needs to be in place
to be successful at making that play. And when you identify
weaknesses, focus on improving them.
This improvement is a key part of the assessment and maturity
models I've worked with clients across the globe to implement.
And I'm always happy to share more information about
doctrine, and other assessment models, if you find
them useful.
If you do want more information
feel free to reach out on Twitter at @cory_foy
or via email at hello at coryfoy dot com.
And, as always, thanks for watching, and be sure
to check out all the Mapping Mondays videos on my site!
Until next week - Happy Mapping!