Frequently Asked Questions
(FAQ)

Simply put, they appear to be useful. They don't tell you what to do but they do enable better communication through the creation of a common language everyone can understand. This encourages people to challenge assumptions underpinning the organisation and industry (and sometimes holding it back), which leads to learning, new insights and innovation.

Both. A Wardley map is a framework built on a model of evolution.

They reflect reality, which is often messier than we would like it to be. So, you can ignore the complexity and pretend it isn't there — making decisions based on how you wished things were. But we agree with the old adage that it's 'better to look before you leap' — and maps are useful for seeing what you're leaping into (and they don't take as long to learn as you might think).

No one knows your business better than the people who work there. Maps help aggregate their accumulated knowledge so you can see the assumptions the organisation is operating by. Therefore, we would say that there is nothing more objective in your organisation than a map of it.

Ok, that's not a question, but you're right — a map is not the territory. But it's a useful representation of the landscape and you can use a map to figure out how to move around with purpose. And, if your rivals are operating blindly, your maps can become a competitive weapon.

No difference (yet). We work with organisations around the world, including in non-English speaking countries where Wardley Maps are less well-known and not always easy to pronounce! So, we chose a name that would be easier for non-English speakers.

We chose "power" as this is a component you will often find at the bottom of most maps — the foundation on which everything else above it is built. And this is how we see Wardley Maps — the foundation for real strategy and effortless execution. Hence, "PowerMaps"!

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 study to try and sell our services to others. That's a promise we make to everybody we work with.

Maps are all about identifying WHERE to focus. You start by focusing on your users and what they WANT. Then you map out what you NEED to do to delight them. This will show you whether this is a market YOU want to play in.

You'll still need to estimate the size of the market but, if you've discovered a genuinely new (or, more likely, an 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 other do.

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.