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Regarding maps and teams. I can use a map to examine capital flow [A], create a P&L [B], set a direction [C] and determine what a team delivers, consumes and the metrics it needs (e.g. cost) [D] ... I can share this in a way that every team knows how they fit into the picture. 
... of course, it lacks a lot of the details but that's deliberate. With a team, you need to find the best way of achieving something which means maximising the conditions for that team to succeed. Leave the details to them, just provide support and an intent.
In military history, that combination of maps, commander's intent, basic principles (doctrine), training and learning are a powerful set of forces. Sadly it often seems lacking in many businesses.
Having mapped from nation state competition and the UN down to individual policy or lines of business and then further down to systems ... I am always amazed that anyone can manage a landscape without first mapping it. How do you choose what to do? Don't answer ... I know.
I've seen enough horrors to know the power of gut feel, highest paid persons opinion, meme copying and magic 2x2s.
