Wardley Mapping (PowerPoint PPTX Slide Deck)

SWOT PPT DESCRIPTION

This product (Wardley Mapping) is a 36-slide PPT PowerPoint presentation slide deck (PPTX), which you can download immediately upon purchase.

Corporate Strategy is the set of decisions and actions that position an organization to succeed in contested markets. Traditional Strategic approaches relied on static roadmaps and top-down directives.

In today's volatile environment, these rigid plans lose relevance quickly. This shift has created demand for visual Strategy Mapping tools that allow leaders to understand context, interdependencies, and constant change. Tools such as the Business Model Canvas (BMC) offered an early step in this direction.

Strategy must adapt to shifting market forces. Wardley Mapping makes this possible by transforming Strategy from static planning into dynamic execution.

This PPT presentation introduces the Wardley Mapping model that extends BMC further and provides a step-by-step guide to devise an adaptive Strategy. Unlike static frameworks such as SWOT Analysis, Wardley Mapping incorporates movement, evolution, and position, giving leaders a living map of their competitive landscape.

The Wardley Mapping process follows 10 practical steps to devise a robust Strategy:

1. Determine user needs
2. Create a Value Chain
3. Map Value Chain on evolution axis
4. Challenge issues in aggregate maps
5. Adjust maps with metrics
6. Determine your strategic play
7. Identify methods
8. Organize and deploy teams
9. Evaluate and refine with SWOT or BMC
10. Act

This PowerPoint presentation on Wardley Mapping framework also includes some slide templates for you to use in your own business presentations.

Source: Best Practices in Strategy Development, Corporate Strategy, Value Chain Analysis, Business Model Canvas, SWOT PowerPoint Slides: Wardley Mapping PowerPoint (PPTX) Presentation Slide Deck, LearnPPT Consulting

SWOT PPT SLIDES

Refining Wardley Maps by Addressing Bias and Overlaps

This PPT slide outlines the next step in refining the Wardley Map process, specifically focusing on addressing bias and overlaps in map creation. It emphasizes that the current challenge lies in managing multiple maps that often reflect different functions or perspectives, which can lead to inconsistencies. The detailed instructions suggest gathering various maps, encouraging teams to highlight differences such as placement, dependencies, or duplicated components.

The goal is to synthesize these into a unified, aggregated map that reconciles differing views. The process involves comparing maps, identifying overlooked elements like security controls or compliance issues, and resolving visibility or maturity disputes through data analysis rather than opinions.

The slide stresses that this step is critical for validating the map’s integrity before moving forward with strategy development.

The example provided illustrates how a product team’s loyalty program was mapped at a certain maturity level, revealing how the map’s insights can be tailored to specific contexts. The deliverables include an issue log for disputes, a reconciled map, a list of unresolved questions, and a risk register highlighting exposure from misjudged maturity levels. This approach aims to improve map accuracy, reduce blind spots, and ensure that strategic decisions are based on a comprehensive understanding of the landscape.

For executives, this slide signals the importance of rigorous map validation and the value of cross-team collaboration to eliminate biases. It underscores that a well-synthesized map is foundational for effective strategy execution, especially when navigating complex or rapidly changing markets.

The overall message is that this step enhances clarity and confidence in the strategic landscape, setting the stage for more informed decision-making.

Wardley Mapping Framework: Visualizing Component Evolution and Value Chain

This PPT slide explains the Wardley Mapping framework, emphasizing its 2 key dimensions: the vertical axis representing the value chain and the horizontal axis illustrating component evolution over time. The value chain axis shows how organizational components are visible to end users, with higher layers directly meeting customer needs. Lower layers support these and tend to be less visible. The evolution axis tracks how components progress through 4 stages: Genesis, Custom Built, Product/Rental, and Commodity/Utility. Genesis involves experimental, high-risk solutions; Custom Built indicates tailored, emerging understanding; Product/Rental signifies established, repeatable solutions; and Commodity/Utility reflects standardized, low-risk offerings.

The slide highlights that these dimensions clarify which activities differentiate the organization and which should be standardized or outsourced. It stresses that unique capabilities evolve toward commodity status, enabling leaders to anticipate shifts, allocate resources wisely, and avoid misinvestment. Components are depicted as nodes linked by dependencies across the system, illustrating how different parts interact and evolve.

A key takeaway for executives is that Wardley Mapping helps visualize where to invest in innovation versus where to streamline or automate. It provides a structured way to understand how organizational components develop, enabling better strategic decisions about resource allocation and capability development. The framework’s visual nature makes it easier to identify which parts of the system are ripe for transformation or require protection. Overall, this slide offers a practical approach to managing complex systems by mapping their evolution and value contribution over time.

Structured Approach to Wardley Mapping Implementation for Executives

This PPT slide provides a structured overview of how to effectively implement Wardley Mapping within an organization. It emphasizes that success depends on clearly defining goals, understanding the competitive environment, recognizing industry shifts, and applying proven principles across contexts. The left side outlines 4 foundational elements: a clear goal to support strategic clarity, awareness of the external landscape to position relative to rivals, identification of predictable industry changes, and the application of universal patterns or doctrines. These elements serve as the pillars for a disciplined approach to mapping.

The right side features a circular diagram illustrating the ten practical steps involved in the Wardley Mapping process. These steps guide the user from understanding user needs and creating a value chain to mapping that chain on an evolution axis. The process continues with challenging issues within the maps, adjusting maps with relevant metrics, determining strategic plays, organizing deployment teams, and refining the map through evaluation and SWOT analysis. This sequence underscores the importance of a methodical, iterative approach to mapping that is anchored in user needs and strategic insights.

The slide also highlights that Wardley Mapping transforms static planning into a dynamic, evidence-based strategy. It encourages a disciplined, pattern-driven approach to navigating market shifts and aligning organizational efforts accordingly. For potential buyers, this document offers a comprehensive methodology for integrating Wardley Mapping into strategic planning, emphasizing clarity, structured steps, and continuous refinement. It signals that adopting this approach can lead to more adaptive, insight-driven decision-making at the executive level.

Overall, the slide positions Wardley Mapping as a practical, repeatable framework that supports strategic clarity and agility through disciplined visualization and analysis of organizational components and their evolution.

Structured Evaluation of Strategic Options Using SWOT and BMC

This PPT slide outlines the process of validating a strategic plan through structured tools, specifically SWOT analysis or Business Model Canvas (BMC). It emphasizes that the next step involves assessing the chosen strategy to ensure its robustness before execution. The slide is part of a larger framework called Wardley Mapping, specifically Step 9, which focuses on evaluating and refining strategic options.

The "STEP" section clearly states that the goal is to evaluate and refine the strategy with SWOT or BMC. The "OVERVIEW" explains that this step tests the feasibility of the selected strategy, highlighting the importance of structured evaluation tools. It notes that SWOT analysis helps compare options by identifying strengths, weaknesses, opportunities, and threats, while the BMC validates the strategic viability through a quick, disciplined process. This process ensures strategies are grounded in operational and financial reality, reducing the risk of failure during execution.

The "DETAILS" section provides specific actions: running SWOT analysis on each strategic option to understand its context-specific merits and drawbacks, and leveraging insights from SWOT to clarify why one option is preferable. It also recommends applying BMC to validate the feasibility of the chosen strategy, filling out the BMC with relevant data on partners, activities, resources, and costs. If the strategic choice appears unviable, it suggests revisiting the strategic options.

The "DELIVERABLES" section lists tangible outputs: SWOT matrices for side-by-side comparison, a rationale-based selection document, a completed BMC for financial review and approval, and a gap analysis highlighting cost, revenue, or resource issues. The example provided illustrates how Wardley Mapping surfaces different strategic plays, their implications, and the rationale behind choosing a particular approach.

Overall, this slide underscores the importance of disciplined evaluation to ensure strategic choices are realistic and actionable, avoiding pitfalls of flawed planning during execution.

Core Components and Principles of Effective Corporate Strategy

This PPT slide outlines the fundamental role of corporate strategy in guiding an organization toward sustained success. It emphasizes that corporate strategy is not a single action, but a series of choices that shape how a company positions itself in the market. The slide highlights that strategy explains how specific objectives, such as market share growth, are achieved by aligning decisions and actions in a coherent manner.

It underscores the importance of core components like vision and mission, which define the long-term purpose, and goal setting, which establishes clear, measurable outcomes. The slide also stresses the significance of environmental analysis, which involves assessing internal strengths and external dynamics, and value propositions that differentiate the company from rivals. Strategic choices about where and how to compete are central, along with resource allocation to ensure effective deployment of capital, talent, and time.

The slide concludes by emphasizing that translating plans into actionable initiatives, KPIs, and performance reviews is crucial for execution. It notes that traditional approaches often result in lengthy documents grounded in historical trends,, but modern strategy must be more dynamic. The key takeaway is that strategy is a living process, not a static blueprint, requiring continuous adaptation to market shifts.

This document offers a comprehensive view of how organizations can structure their strategic thinking to align long-term goals with day-to-day decisions, making it valuable for executives seeking to refine or reassess their strategic approach. The visual elements, including the skyscraper imagery and bullet points, reinforce the idea of a structured yet adaptable framework for sustained growth and market positioning. Overall, this slide is a practical guide for senior leaders to understand the core elements that shape effective corporate strategy.