Benefits of PowerMaps

If your industry is being disrupted but you're still playing by the old rules of the game then you've already lost. You need to adapt and you have two choices:

Either, wait until a rival does something new that appears to produce superior results, benchmark yourself against it as a "best practice" and invest to catch up.

Or, leapfrog rivals by discovering new ways to out-think and out-manoeuvre them — so they have to play catch up with you. This is how wise managers tip the odds in their favour.
Out-Think, Out-Move the Competition
1. Strategy Made Simple
Strategy can be hard, which is why so many business leaders outsource their strategic thinking to management consultants. But strategy is about making choices that differentiate you from the competition — so simply copying what others are doing isn't real strategy. In this short video we're going to make strategy as simple as possible, so you can start doing this yourself for your business.
2. How to Fix Your Organisation in 9 Steps
Many leaders think their organisations are in a mess. They also believe organisational culture actively resists attempts to try and change it. But these are symptoms of a deeper, underlying problem.

Too often leaders focus on what they want the organisation to 'transform' into tomorrow, rather than making the next best steps today. They end up sacrificing the certainty of today for the uncertainty of tomorrow.

So, instead of launching yet another 'revolution' aimed at what you're trying to transform into tomorrow, adopt these 'evolutionary' steps to make your organisation a more purposeful and responsive place today.
3. What to Build, Buy or Outsource
Many leaders suspect their organisations are outsourcing the wrong things. They blame bad project specification and project managers who don't get the right service level agreements.

However, there's a deeper problem here that comes from breaking the golden rule of outsourcing: You should only outsource what you fully understand.
4. How to Start Innovating
Many leaders complain their organisations aren't innovative because their people lack creativity. However, there are five different types of innovation and they all require different types of creativity.

So make sure you're all talking about the same type of innovation first. Failure to do this will result in more wasted time and resources and more pointless rounds of the blame game as to why you aren't innovating.
5. How to Play the Disruptive Innovation Game
'Disruption' is a buzzword in many organisations. Leaders are either hopeful of winning the market by disrupting their rivals, or fearful that disruptive rivals will out-manoeuvre them. The problem though is there are two types of disruption — one of them is predictable, the other isn't.

To play the 'disruption game' successfully you must first learn which type of 'disruptive innovation' you're facing, as this will shape your strategic response.
Maps give you the power to make wiser moves
(hence PowerMaps)
FAQs
If Wardley Maps are open source why do we need your services?
Learning anything new takes time. If you have time you can find plenty of books and online courses to help you. But if you're in a business under time pressure, perhaps due to sudden changes in the market, you may want to move faster and that's where we come in.

Rather than spending weeks and months learning how to use Wardley Maps and even longer to get tangible results for your business we'll guide you in getting benefits from this powerful approach IMMEDIATELY. And you'll be learning whilst doing, meaning you'll never need to hire another strategy or change management consultant again.
Do you have cases you can share?
If you need a bit of assurance there are lots of books, articles and presentations in the public space testifying to the power of maps for strategy and execution. But if you're looking for a recipe to copy maybe maps aren't for you, as you'll still need to think and figure things out in your situation.

If, however, you just want to check whether we know what we're doing then we suggest using our Second Opinion service to find out. If it adds no value, you get your money back. So you only lose an hour of your time.

As for sharing what we do with other organisations, well, we promise that anything we do with you won't end up being used as a case to try and sell our services to others. That's a promise we make to everybody we work with.
Can maps help us understand which markets we should focus on?
Maps are all about identifying WHERE to focus.

Start by understanding who your users are and what they WANT. Then map what you NEED to do to delight them. This will show you whether this is a market YOU want to play in.

You still need to estimate the size of the market but, if you've discovered a genuinely new (or under-served) need, then there isn't going to be much data on it. But at least with a map you'll be able to see the opportunity and understand how to exploit it before others.