Draw your company strategy
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Draw your company strategy

A practical workbook for mapping business strategy using Wardley Maps

About the Book

Draw your company strategy contains information on how to define strategies with the help of Wardley Maps.

Drawing Wardley maps is relatively simple, but if you want to carry out the definition of a strategy with a good understanding of the context, external factors, the moves that we can or our competitors can make, then it is good to know in detail all the components proposed by Simon Wardley.

There are many proprietary methodologies that deal with strategic aspects in a very focused and constrained way, which does not give the option of adjusting decision-making as things evolve. In the case of the tools proposed here, they are all of generic use and can be adapted to many contexts.

The book reviews the basic concepts of the maps: the user, user needs, climatic patterns, doctrines and gameplays. Then it describes how to create a strategy, add some examples in different contexts, and finally review other frameworks that provide other perspectives on the strategy.

The book format tries to be visual and gives spaces to the reader so you can draw and take your notes. In many of the concepts I have memorized examples that reminds me how the concept works. I use them during the explanation of the concepts, but my proposal is the reader thinks about examples related to your circle of competence and experience.

Wardley maps can be used by organizations of any size or industry. They are of universal application in the company and / or organizations within companies.

There are well-known companies that use Wardley maps and other frameworks mentioned in this notebook: Department of Statistics of United Nations, Royal Statistical Society, The London School of Economics and Politics, NHS, Liberty Mutual, DXC Technology, Amazon Web Services, Shopify, Accenture, Anaconda, Unity ...


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    • Business Analysis
    • Management
    • Teamwork
    • Enterprise Management
    • Innovation Management
    • Strategy
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About the Author

Joaquín Peña Fernández
Joaquín Peña Fernández

I started working on IT industry in 2000, as developer, then I played many roles depending on what was requested to be done: analyst, administrator, designer, project manager, service manager, PMO lead, Operations lead, program manager and so on.

This journey was possible to the continuous learning approach I had. Nothing special, I think many of us do it. I am curious about things I like and I dedicate time and focus on them. In 2013 I discovered by necessity Wardley Maps. Since then I studied about the basis, then the details.

I started creating a set of decks for learning Wardley Maps and it turned into something more consistent, so I decided to formalize it as a workbook. This enables me to receive feedback and learn from others.

Table of Contents




What is a map and what does it contain?

The strategy cycles

Glossary of terms

Reading a map: the basis

Users and user needs

Capabilities of your organization

Evolution is the center of everything

How the individual components evolve

Reading flows on a map

Capital flows representation on components

Future consensus notation

Multiple maps

Drawing technical debt on a map

Let’s draw a map!


Climatic patterns affecting components

Climatic patterns affecting finance

Climatic patterns affecting speed

Climate patterns related to inertia

Climatic patterns affecting competitors

Climatic patterns affecting predictions


The problem with using a nutritionist

Wardley’s table of doctrines

Doctrines assessment in your organization

Phase 1, stop self-destructive behavior

Phase 2, be more context aware

Phase 3, better for less

Phase 4, continuous evolution

Practice the change of habits

Pioneers, Settlers and Town Planners

Expanding the presence of maps in your company


Table of gameplays or stratagems

Gameplays on user perception

Accelerators gameplays

De-accelerators gameplays

Dealing with toxicity

Gameplays on the market

Defensive gameplays

Attacking gameplays

Ecosystem gameplays

Gameplays towards the competitor

Positional gameplays



Strategy definition

Principles when defining a strategy

The iterative process of creating a strategy

The pace of iterations

Strategic attitudes: instructor or gardener

Strategic attitudes: the finite and infinite games

Strategic attitudes: cooperation vs competition

Planned strategies Vs on the way strategies


Using maps in project management

Using the maps in proposals

Use of maps for decision-making in companies

Using maps to review a business

Using maps to represent knowledge

Using maps to represent data

Using maps to represent practices


Strategic Choice Cascade, by Roger L. Martin

The logical flow of strategy, by Roger L. Martin

John Boyd's OODA Loop

10 schools of strategy reviewed in Strategy Safari

Michael Porter's Five Forces



Relationships to evolutionary stage

Inertia as a gameplay

Protect against your own inertia

Where does inertia happens?

What are the borders of a Wardley Map?

Roadmaps, planning and backcasting





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