Shadow Maps

We urgently need to increase the effectiveness of our decision making in a context of increasing complexity & constraint. We need new models, frameworks and critical ways of thinking.

We have critiqued our own methodologies and tools through this lens, and have developed ‘Shadow Mapping’ as a result – a reframing of one of our core cultural frameworks, the semiotic map.

How they work

A semiotic map is a strategic framework that dimensionalises a cultural idea, concept or category, enabling us to expand and reframe our canvas of understanding.

These maps help us identify positive opportunities and ways forwards. BUT every organisation, brand and business challenge has a shadow; hidden negative social, cultural, economic or environmental impacts, problematic biases and assumptions — things that are not contributing the positive change we need to see. By expanding our map to create a ‘shadow side’ we normalise the conversation about the ‘whole’ challenge, revealing cultural resolutions that resolves the tension between the light and the shadow.

These cultural resolutions become the starting point for new systems and business models, innovation, communications, product development and activations.

Why it’s valuable

• A strategic framework that builds future-resilience into decision making by revealing risk (blind spots, assumptions and unintended consequences)
• Reveals new opportunities through cultural resolutions to address
• A framework that enables you to organise and make sense of other data e.g. segmentations, demand spaces, benefits & pain points, growth levers, innovation concepts
• Enables you to critically evaluate and optimise current pipeline / activity
• Builds the red thread from deeper business transformation e.g. new business models and practices through to activation and execution