Situational awareness maps

INNO 2016-09-27T15:15:00.000Z

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INNO
Room
Innotribe
Date
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Simon Wardley
Industry and technology mapper, destroyer of undeserved value
CSC Leading Edge Forum
Saket Sharma
CIO Treasury Services Technology
BNY Mellon Treasury Services
Andrew Davis
Principal
Davis Consulting
Bart Preneel
President of Leaders in Security LSEC vzw
University of Leuven
Patrik Havander
Head of Strategy & Communication
Nordea

This highly interactive exercise will immerse you in the principles of situational awareness mapping, and will help you understand where the different methods like R&D, Agile, Scrum, Lean, and SixSigma each have their role to play.

The issues of culture, organisational structure, strategic gameplay and learning are all quite complex, and without a situational awareness they become almost impossible to interpret - hence our tendency to simply copy others (unaware of what is context specific versus universal), and use magic sequences of success (i.e. top ten things successful organisations do).

Map your environment requires two major actions: the position and movement. Take the example of chess game: the setup of the pieces on a chessboard is the position, then players alternately move one piece at a time, this is the movement. In order to determine your position you need an anchor. In the case of chess, the anchor is the board itself. In the case of a geographic map, it's the compass. For businesses, the anchor is represented by the user and their specific needs.

Once you have defined your business map, it becomes trivial to identify duplication, bias, poor contract structure, misapplication of methods and poor structural design within a company. The map also helps identify opportunities for collaboration, communication, how to link operations with strategy, and get everyone focused on the users and on the part of the map that addresses their needs.

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