From Idea to Sustainable Enterprise

1. Which experiences made this idea feel necessary?
2. What knowledge do those experiences provide?
3. Which assumption may have been created by the same history?

Create a short timeline of three experiences, projects or frustrations that preceded the idea. Record what each taught you and what it may have led you to assume.

Which part of the idea’s origin should continue to guide the enterprise, and which part should remain open to reinterpretation?

Update: Origin Map

1. Whose description of the problem currently dominates?
2. What may be missing from that description?
3. What evidence would show that a different problem deserves attention?

Write the problem in one sentence. Rewrite it from the perspective of three other people affected by it, then mark what changes in each version.

Which problem definition will guide the next investigation—and what evidence could change it?

Update: Problem and Assumption Map

1. Who is affected by the enterprise but absent from its development?
2. Where do trust and information already move?
3. What influence—not only participation—should other people hold?

Map the organisations, informal networks, trusted individuals and existing relationships connected to one relevant community.

Who should influence the development of the idea before the enterprise makes further commitments?

Update: Audience and Relationship Map

1. What progress is someone trying to make?
2. What becomes different after the offer is delivered?
3. Under which conditions is that outcome unlikely to occur?

Complete this sentence without describing a feature: After engaging with this enterprise, the person or organisation will be better able to…

Which outcome can the enterprise credibly promise at its present stage?

Update: Value Map

1. What must be true for the idea to work?
2. Which evidence would genuinely weaken your present confidence?
3. Are you observing behaviour or asking people to predict it?

Choose one important assumption. Define a small test, the evidence you will collect, the threshold for action and what each possible result would mean.

Which assumption will the next conversation or experiment genuinely place at risk?

Update: Evidence and Validation Map

1. What does complete, responsible delivery cost?
2. Who pays, who benefits and who carries the risk?
3. Where could financial pressure distort the purpose?

Draw how money enters and leaves the enterprise. Mark where the model supports the purpose and where it creates pressure to compromise it.

Which revenue model can support both the enterprise’s purpose and its complete cost of delivery?

Update: Business Model and Value Exchange Map

1. What action is someone relying on the enterprise to perform?
2. Where does accepting the promise make that person vulnerable?
3. Which part of the present journey fails to support the public claim?

Choose one important promise and trace it through enquiry, purchase or participation, delivery, support and follow-up.

Which promise must the enterprise make more specific, support more reliably or stop making?

Update: Trust and Evidence Map

1. Which recurring decision currently depends on memory or urgency?
2. Where could bias or inappropriate access enter the process?
3. Who remains accountable when technology contributes?

Map one recurring decision involving people, access or opportunity: the information used, who interprets it, where bias could enter and who owns the result.

Which decisions may receive AI assistance, and which must remain under explicit human judgement and review?

Update: Enterprise Operating System Map

1. Which future condition is the plan quietly treating as certain?
2. What evidence would trigger a different route?
3. Whose experience is needed to reveal possibilities or risks you may not see?

Create three twelve-month scenarios: the expected future, a more difficult future and a different but promising future. Identify one action useful in all three.

Which next step preserves the greatest ability to learn, adapt and choose again?

Update: Cultural Intelligence Roadmap

1. What should grow—and what should not?
2. Which human, cultural or environmental condition is already under pressure?
3. What measure would show that the enterprise is becoming stronger rather than merely larger?

Identify the three activities most likely to create environmental or human impact. Choose one significant effect the enterprise can begin measuring now.

Which environmental and human condition must the enterprise protect as it decides whether and how to grow?

Update: Sustainable Enterprise Map