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Think big

Wardley frames "Think big" as the deliberate act of tackling the whole service, not just the nearest project. The doctrine asks leaders to articulate an ambitious, user-centred direction and to use maps to connect individual initiatives to that bigger shift. When the strategic horizon is expansive, delivery teams can coordinate around a shared transformation rather than chasing disconnected optimisations.

Why this doctrine matters​

  • Ambition aligns investment. An explicit north star helps teams evaluate proposals by the magnitude of user outcomes they unlock rather than local efficiency wins.
  • Systemic change needs a wide lens. Mapping the entire value chain exposes duplication, policy constraints, and ecosystem partners that single-project thinking misses.
  • Bold intent attracts support. A clear, inspiring direction mobilises political, financial, and community capital needed to overcome inertia.

Practices to embed​

  1. Map the whole service journey. Start with the citizen or customer outcome and trace every component, policy, and supplier involved so the full scope is visible.
  2. Set direction statements, not solution mandates. Describe the transformed experience and measurable benefits, leaving teams room to experiment with how to achieve them.
  3. Create a doctrine-backed portfolio. Group initiatives by how they move components along the evolution curve and check that, together, they deliver the promised step change.
  4. Broadcast progress in narrative form. Tie updates to the original map and vision so stakeholders understand how incremental wins accumulate toward the bigger ambition.

Watch for anti-patterns​

  • Declaring a grand vision without grounding it in maps or user evidence, creating aspiration theatre.
  • Treating "think big" as justification for mega-programmes that collapse under their own complexity.
  • Ignoring the supporting ecosystems and policy levers that must shift for the ambition to stick.

Questions to ask​

  • Which user outcomes improve dramatically if we succeed, and how will we measure that improvement?
  • What components or policies are missing from our current map that block the ambition?
  • Where do we need new partnerships or standards to scale the change beyond one team?
  • How will we keep the story of the direction alive when delivery pressure mounts?

Thinking big is not about writing bigger cheques; it is about holding a compelling, map-informed vision that gives every small experiment purpose. By pairing ambition with situational awareness, organisations avoid incrementalism and make bold moves that matter.