Thread by @swardley

X : How do you measure evolution on the x-axis?
Me : You don't. Where something is on the x-axis can only be measured once it has become a commodity (i.e. you can only measure the past). Hence you need to use a cheat sheet ...

... the reason for this, is the evolution axis is just a flattened evolution curve and that curve has certainty as one of the axis i.e. what something is only becomes certain when it's a commodity.

X : Can't you use diffusion curves?
Me : No. The problem is ... which diffusion curve? The evolution of a single thing consists of many diffusion curves.

X : So where does the evolution curve come from?
Me : Publications used to determine a point of stability from which an applicable market can be determined. Best way to think about this is how we describe something changes as it evolves. This also creates the cheat sheet.

X : So how do you measure the y-axis.
Me : You don't. The map contains a chain of needs with components being more visible depending upon how closely connected they are i.e. next layer down, 2 layers downs etc. The map really looks like this ...

... the only reason why there is a y-axis on the map is it gives people new to the field more comfort. In 13 years, I haven't found a way of measuring a y-axis that is reliable.

X : Does that mean there is no y-axis?
Me : Well, in my maps, the y-axis is simply a frame to make it easier for people to map. That doesn't mean someone won't find a better y-axis. Why do you think I made it creative commons - SHARE ALIKE ... all those years ago.

X : So you can't precisely place things on one of these Wardley maps?
Me : Correct it's imperfect. It will also turn out to be wrong over time (the x-axis evolution curve is a model).
X : If it's wrong and imperfect then why bother?
Me : because it's useful.

X : How is it useful?
Me : In a map, I can go from purpose through journey to components involved. This enables others to challenge me, to add other knowledge, to discover patterns of change, to organise around, to add strategy to ... long list.

e.g. needs, methods, finance, organisation, culture, flow, duplication, bias ... I could go on but it's tedious ...

X : Flow?
Me : Yes. The flow of capital (whether financial, physical, information, social, risk) etc. That's useful especially in M&As because of the howlers in most income statements / cashflows etc. Each of the nodes are stocks, the lines are bidirectional flows of capital.

X : I thought maps were a tech thing?
Me : Well, it seems that understanding your landscape is also useful for nation state competition, writing science fiction books and everything in between.

X : Will it help my business?
Me : Are you operating beyond the scale of nation state competition?
X : No.
Me : Is you business less than a story?
X : No.
Me : Well, it might help to look at your landscape. Alternatively, I'm sure someone will flog you a 2x2.

X : How much does a map cost.
Me : Oh, they're very expensive. They're weapons you know.
X : How much?
Me : It will cost you as much time as you're willing to put into writing it. You can put in a little or a lot. I tend to suggest no more than a few hours, a day at most.

X : Can't you write the map for me?
Me : I could but it would be useless to you.
X : Why?
Me : Because you'll want to add strategy.
X : What's wrong with that?
Me : You don't know what strategy is because you've never spent time learning about your landscape.

X : I've done strategy for 20 years!
Me : No. You've probably done meme copying, gut feel, magic thinking and outcome bias for 20 years. You've never once looked at your landscape unless you're very lucky and have a mental model that's equivalent to a map.

X : I don't see why something that you yourself call wrong and imperfect is better!
Me : All maps are wrong and imperfect. But observing the landscape is an essential part of strategy. In fact, it's the first step after deciding you have a purpose / mission to follow.