Dean Peters System MAP
What Is It
This tool captures the key roles, relationships, and dynamics of a system to enhance understanding of the big picture and potential disruptions to the system.
Why Use It
Understand the problem space, players, possible disruptions, and opportunities. Address the needs and priorities of the larger system.
When to Use It
When identifying opportunities for improvement in a system that may not be fully understood or defined.
How to Do It
- Fill out the top boxes by answering the questions, individually or as a group. If done individually, be sure to come together to generate a map that captures the group’s inputs, which will likely be richer and more accurate.
- Other questions and considerations to keep in mind while filling out the top boxes include: Who maintains/sustains the current system? How? Does policy play a role? How do the organizations relate to one another? If it helps, draw lines to show connections and relationships. What are the most critical relationships? Is there any competition?
- Pay attention to who is at a disadvantage in the current system, as this may yield some opportunities to further explore.
- Move to filling out the bottom row. Again, if working individually first, be sure to reconvene and share inputs for the group map.
- Other questions and considerations to keep in mind while filling out the bottom boxes include: Who are the disrupters? What are the disrupters? Cultural/Political/Social? Technology/Hardware/Software? Process? Are there any trends outside the system that could have an effect? What type of effect would it have? How could we avoid it?
Key Concepts
System Boundary — The explicit line defining what is inside versus outside the system under study. Drawing it deliberately prevents scope creep and forces decisions about which actors and forces you will actually address.
Actors and Relationships — The roles, organizations, and individuals in the system plus the connections, dependencies, and power flows between them. Mapping these reveals leverage points and where value or friction concentrates.
Disruptors — External or emerging forces—technological, cultural, political, social, or process-driven—that could reshape the system. Naming them early turns latent threats into anticipated opportunities or mitigations.
Disadvantaged Actors — Players who lose, are underserved, or carry disproportionate burden in the current system. These groups often represent the richest unmet-needs and Jobs-to-be-Done opportunities for a new product.
System Dynamics — The behaviors that emerge from how actors and relationships interact over time, including competition, feedback loops, and incentives. Understanding dynamics keeps you from optimizing one node while breaking the whole.
Leverage Points — Places in the system where a small, well-targeted intervention produces outsized change. Identifying them helps a PM prioritize where a product can realistically create impact.
PM Applications
- Build the context and problem-space section of a PRD by documenting the actors, relationships, and external forces that constrain or enable the solution.
- Run a discovery sprint kickoff workshop to align engineering, design, and business stakeholders on the ecosystem before writing user stories or opportunity statements.
- Inform OKR and roadmap planning by surfacing systemic disruptors and disadvantaged actors that should shape objectives rather than just feature bets.
- Feed a stakeholder briefing or executive presentation with a visual that frames the opportunity within competitive, policy, and organizational dynamics.
- Complement a Stakeholder Identification Canvas or power analysis by exposing which relationships are most critical and where influence actually flows.
- Pressure-test a go-to-market or expansion hypothesis by mapping incumbents, regulatory forces, and trends that could undermine adoption.
Benefits
- Helps identify opportunities for disruptions
Common Pitfalls
- Failing to define the system boundary first, so the map sprawls into everything and yields no prioritized leverage points or actionable scope.
- Listing actors without mapping the relationships and power flows between them, producing a static inventory instead of insight into dynamics.
- Treating the map as a one-time artifact and never revisiting it as discovery reveals new actors, so it goes stale before roadmap decisions.
- Letting the loudest voices or a single facilitator dominate, which bakes in assumptions and misses the disadvantaged actors where real opportunity lives.
- Skipping the disruptors row because it feels speculative, leaving the team blind to technological or policy shifts that later derail the roadmap.
- Confusing the system map with a solution diagram and jumping to features, which collapses the problem-space exploration the tool is meant to enable.
Combine With
Stakeholder Power Analysis (coming soon!) Stakeholder Identification Canvas Engagement Strategy Canvas (coming soon!)
Assets
- PDF: Download
- Markdown Template: template.md
Metadata
| Field | Value |
|---|---|
| ITK Phase | SCOPE |
| Difficulty | Intermediate |
| Group Size | 4+ people |
| Time Required | 45+ minutes |
| Source | itk.mitre.org |