Thread by @swardley

The speed at which you can loop around the cycle appears to be important @simalexan i.e. the mean time it takes to respond to :-
* an economic change
* a failure
* a competitors move
* a new entrant
* a new need
* your own move
etc etc.

X : What do you mean adjust purpose?
Me : Your actions can change your purpose. Switching purpose still requires mental effort, it can also alter how you view the landscape. It's not free.
X : Are you saying purpose comes from action?
Me : You think it magically appears?

... I look at a landscape, I orient around it, I decide what I'm going to do and then act. Sometime that action is simply to declare a new purpose .e.g I want to teach the world to map business. My next step is to map that landscape and ... around we go.

X : You map purpose?
Me : I map from purpose to economic landscape to markets to business to technology. From UN visions to missions. From Gov to Policy to Technology. It's why I don't experience "alignment" issues.
X : Business alignment?
Me : It's a failure to map.

Me : On a single map I can mix gameplay, marketing, finance, HR, operations, development, team structure etc etc. If I want I can add in purpose, anticipation ... oh, it's a long long list. I use as much or as little as I need to communicate. The maps also help me learn.

X : So, you're saying this one map can replace my other maps in business?
Me : What other maps?
X : Business process maps, journey maps, systems maps ...
Me : None of those are maps. At best you've probably got a few graphs.
X : What's the difference?
Me : I'll keep it short ...