The document explains Wardley mapping as a strategic tool that can enhance enterprise orchestration by focusing on purpose, landscape, climate, doctrine, and leadership. It highlights the importance of understanding the environment and competitive landscape while applying strategic thinking through various engagement principles. Additionally, it discusses value creation and exchange through different business models, including pipelines and platforms.

1. Wardley
Mapping
explained.
Introduction
Practical guide to
Enterprise Orchestration
Siarhei Tuzik, 2020

2. https://medium.com/wardleymaps
Tools and techniques for Visionaries
https://www.linkedin.com/in/simonwardley/

3. Core idea:
maps may be more useful than diagrams
Not only in military but in business as well

4. Sun Tzu’s five factors
Purpose is your moral imperative, it is the scope of
what you are doing and why you are doing it. It is
the reason why others follow you.
Landscape is a description of the environment
that you’re competing in. It includes the position
of troops, the features of the landscape and any
obstacles in your way.
Climate describes the forces that act upon the environment. It is the
patterns of the seasons and the rules of the game. These impact the
landscape and you don’t get to choose them but you can discover
them. It includes your competitors actions.
Doctrine is the training of your forces, the standard
ways of operating and the techniques that you
almost always apply. These are the universal
principles, the set of beliefs that appear to work
regardless of the landscape that is faced.
Leadership is about the strategy that you choose
considering your purpose, the landscape, the climate
and your capabilities. It is to “the battle at hand”.
Foundations for Mapping

5. Sun Tzu’s five factors + the OODA cycle
Purpose is your moral imperative, it is the scope of
what you are doing and why you are doing it. It is
the reason why others follow you.
Landscape is a description of the environment
that you’re competing in. It includes the position
of troops, the features of the landscape and any
obstacles in your way.
Climate describes the forces that act upon the environment. It is the
patterns of the seasons and the rules of the game. These impact the
landscape and you don’t get to choose them but you can discover
them. It includes your competitors actions.
Doctrine is the training of your forces, the standard
ways of operating and the techniques that you
almost always apply. These are the universal
principles, the set of beliefs that appear to work
regardless of the landscape that is faced.
Leadership is about the strategy that you choose
considering your purpose, the landscape, the climate
and your capabilities. It is to “the battle at hand”.
The “game”
Observe
Orient
Decide
Act
Foundations for Mapping
Corrected version

6. What is a map?
Landscape:
The image of
the environment
Climate:
The forces that impact
the landscape;
you don’t get to choose them
but you can discover them.
Purpose:
The scope +
your aspiration
[Your] Doctrine:
the training of your forces,
the standard ways
of operating and
the techniques that you
almost always apply.
Options you choose from.
[Your] Leadership:
Your choices and
applying your capabilities
to get them implemented
The map
The scope of the map
and its type
The arrows on the map
Your arrows on the map
Five Elements
Context =
Purpose
+ Your World
[Landscape
+ Climate]
+ You
[Your Doctrine
+ Your Capability]Your Intelligence

7. Wardley Map as topographical intelligence in business

8. Value Chains
Enterprise Orchestration view

9. Basic Palette of Strategy Types and Org layers
 Classical Top-Down  Smart Solutions  Ecosystem and Platform
Participants
BOSS-DRIVEN performers /
REQUIREMENT-DRIVEN customer
EXPERIENCE-DRIVEN experts /
PROBLEM-DRIVEN customer
INDEPENDENT PARTICIPANTS:
Producers and Consumers
Engagement
principles
PROCESS and instructions,
Long-term, Hierarchy, STABLE
Research and ARCHITECTURE,
Mid-term, Service, VARIABLE
Platform MATCHING,
Short-term, Platform, ADAPTIVE
Engagement
criteria
Skills fit job position,
Job ASSIGNMENT
Expert status is confirmed,
INVOLVEMENT into service pool
ENGAGEMENT, if ecosystem curation
principles fit personal preferences
Goal /Value type
Tangible RESULT,
Up-to-date skills & capabilities
Problem SOLVING,
Proven knowledge & expertise
New OPPORTUNITY,
Successful value exchange
Motivation
Follow technology processes and
best practices, master SKILLS
Invent, validate and implement
solutions, enrich EXPERTISE
QUICK WIN WITH NEW
OPPORTUNITY
Success definition
The work process is completed
(OUTPUT)
The Solution has resolved initial
problem (OUTCOME)
The interaction is initiated and
closed with ACHIEVING PURPOSE
Lifecycle principle
Time to RESULTS ACCEPTANCE
OODA cycle
(Observe<-Orient<-Decide <-Act)
Time from Goal to MARKET
Design Thinking ([Empathize]->
Define->Ideate->Prototype->Learn)
Time from Goal to LEARN
Adaptive Thinking (Shared Purpose->
Trusted Partners-> Quick Wins-> Learn &Adapt)

10. Pipeline vs Platform: Push vs Pull in
PIPELINE BUSINESS MODEL: CLASSICAL PUSH
Practice
Value Chain
Inputs /Resources
/Capabilities -> Outputs
Outcomes /Solutions ->
-> Deliverables
Products ->
-> Marketing Channels
Consumer needs
Production Delivery Distribution Market acceptance
Target: Accepted
ResultsFocus
3
Solutions
4
Delivery
1
Goal
2
Functional
Decomposition
Classical thinking
Time to results acceptance
Value Creation
Pipeline: Value stream from production to consumer /market acceptance
Value Exchange

11. Smart Pipeline vs Platform: Smart Push vs Pull in
PRODUCT PIPELINE BUSINESS MODEL: SMART PUSH
Product
Value Streams
Technical /Outcome Insights
/Solution Architectures
Resources /Capabilities
-> Outputs
Products ->
-> Customer Relations
Customer /
Consumer needs
Product Development Production Sales Market acceptance
Target: MarketFocus
2
Solutions
3
Delivery
1
Goal
4
Market
Smart Thinking
Time to market
Value Creation
Smart Pipeline: Value streams between product insights and customers
Value Exchange

12. Pipeline vs Platform: Push vs Pull in
ECOSYSTEM BUSINESS MODEL: PULL IN
Platform
Value Streams
Analytics /Experience Design
/Solution Architectures
Matching -> Results
/Platform Transactions
Trusted relations
Matching as Partnership
Shared Awareness & Consciousness Empowered execution Engagement
Shared purpose
Goals & missions
Market acceptance
Target: Lesson
Learned Focus
4
Learn/Adapt
3
Execution
/Quick Wins
1
Shared Goal
2
Interactions
/Matching
Trust (Adaptive) Thinking
Time to learn /adapt
Platform: Value streams between engagement and shared awareness
Value CreationValue Exchange

13. Idea Evolution: Reverse Push
VISIONARY PIPELINE BUSINESS MODEL: REVERSE PUSH
Ideation
Value Chain
Best Practice
/Commodity /Utility
Rational choice:
Product
Opportunity:
Custom builds
Idea Genesis:
Market needs
Late Majority /Laggards Early Majority Early Adopters Innovators
Target: Purposeful
Practice Focus
3
Outcomes
2 Facts &
Events
1
Idea
4
Opportunities
Visionary thinking
Time to idea acceptance
Value Creation
Envisioning: Value stream from idea to its implementation
Value Exchange

14. Technology adoption as
Ownership maturity /Visionary flow example
I WANT I trust &
DESIRE
I DECIDED
logically that
I need it
I would get it because
EVERYONE should have it
4
3
2
1
(2) I logically
DECIDED
(4) I WANT
(1) EVERYONE
should have it
(3) I trust &
DESIRE
I would own it because
RE-VIEW

15. Wardley Maps
in terms of Enterprise Orchestration

16. Wardley Map. Example
CapabilityValueChain
Visionary Value Chain
Because it is
tool and technique
for Visionaries
Just one from possible options

17. Basic Palette of Strategy Types and Org layers
 Classical Top-Down  Smart Solutions  Ecosystem and Platform
Participants
BOSS-DRIVEN performers /
REQUIREMENT-DRIVEN customer
EXPERIENCE-DRIVEN experts /
PROBLEM-DRIVEN customer
INDEPENDENT PARTICIPANTS:
Producers and Consumers
Engagement
principles
PROCESS and instructions,
Long-term, Hierarchy, STABLE
Research and ARCHITECTURE,
Mid-term, Service, VARIABLE
Platform MATCHING,
Short-term, Platform, ADAPTIVE
Engagement
criteria
Skills fit job position,
Job ASSIGNMENT
Expert status is confirmed,
INVOLVEMENT into service pool
ENGAGEMENT, if ecosystem curation
principles fit personal preferences
Goal /Value type
Tangible RESULT,
Up-to-date skills & capabilities
Problem SOLVING,
Proven knowledge & expertise
New OPPORTUNITY,
Successful value exchange
Motivation
Follow technology processes and
best practices, master SKILLS
Invent, validate and implement
solutions, enrich EXPERTISE
QUICK WIN WITH NEW
OPPORTUNITY
Success definition
The work process is completed
(OUTPUT)
The Solution has resolved initial
problem (OUTCOME)
The interaction is initiated and
closed with ACHIEVING PURPOSE
Lifecycle principle
Time to RESULTS ACCEPTANCE
OODA cycle
(Observe<-Orient<-Decide <-Act)
Time from Goal to MARKET
Design Thinking ([Empathize]->
Define->Ideate->Prototype->Learn)
Time from Goal to LEARN
Adaptive Thinking (Shared Purpose->
Trusted Partners-> Quick Wins-> Learn &Adapt)
OODA cycle is important,
but it’s just one of some
that are important

18. Value Creation
Value Exchange
Classical Wardley Map in terms of Enterprise Orchestration:
Functional Decomposition
CapabilityValueChain
Visionary Value Chain
Idea Genesis
Opportunity:
Custom Builds Rational choice: Product
Commodity
/Best Practice
Capability
Technical
Solutions
/Products
Custom
Solutions
/Distribution
Market
Needs /Trends
Long term agreements
Looking at the tangible side of Enterprise

19. Value Creation
Value Exchange
Product /Smart Wardley Map in terms of Enterprise Orchestration:
Problem solving
Product/SmartValueChain
Visionary Value Chain
Idea Genesis
Opportunity:
Custom Builds Rational choice: Product
Commodity
/Best Practice
Production
Capability
Technical
Solutions
/Product
Architecture
Marketing
/Customer
Relations
Market
Needs /Trends
Mid-term service agreement
Looking at the smart side of Enterprise

20. Value Creation
Value Exchange
Ecosystem /Platform Wardley Map in terms of Enterprise Orchestration:
Shaping opportunities
Ecosystem/PlatformValueChain
Visionary Value Chain
Idea Genesis
Opportunity:
Custom Builds Rational choice: Product
Commodity
/Best Practice
Empowered
Execution
Shared
Awareness &
Consciousness
Trusted Relations
Ecosystem
Engagement
Shared Purpose
Community
?
Independent Service Producers and Consumers
Short-term transactions
Recommendations
Platform Analytics
Transaction Empowerment
Collaboration Platform
Looking at the ecosystem side of Enterprise

21. Useful links
• Wardley Maps. Topographical intelligence in business
https://medium.com/wardleymaps
• Enterprise Orchestration (RU, internal resource @EPAM)
https://web.microsoftstream.com/channel/84d746f6-1041-48cb-
9e9d-fe4fb8040d06
• Siarhei Tuzik @ LinkedIn
https://www.linkedin.com/in/siarheituzik/detail/recent-
activity/posts/ (see 2020 posts)