The Essence of Every Mapping Technique

​Dear Reader,​

99% of the mapping and tree techniques product teams reach for reduce to the same three layers:

1. A business context layer
2. A problem space layer
3. A solution space layer.

Two questions move you between them. WHY, to move up. HOW, to move down.

That is the whole model. Everything else is a naming convention layered on top of it.

Impact Mapping's version

(Original) Impact Mapping names the layers Business Goal, Actor, Outcome, Output. The Business Goal sits in the business context layer. Actor and Outcome sit in the problem space. Output sits in the solution space. Ask WHY this Output matters, and you land on the Actor's Outcome. Ask WHY that Outcome matters, and you land on the Business Goal. Same two motions, different labels.

The Opportunity Solution Tree's version

The Opportunity Solution Tree names the layers Outcome, Opportunity, Solution, Experiment. The Outcome is business context. Opportunities live in the problem space. Solutions and Experiments live in the solution space. Ask WHY this Experiment matters, and you land on the Solution it's testing. Ask WHY that Solution matters, and you land on the Opportunity it addresses.

Metrics trees and canvases carry the same shape

A metrics tree separates a top-line metric (business context) from the metrics that diagnose it (problem space) from the levers a team can pull (solution space). Even a canvas that packs everything onto one page, like the Business Model Canvas, still separates why the business exists from who it serves and what they need from what gets built to serve it. Aakash Gupta and I talked through this on a prep call for his podcast: canvases are specific windows into a strategy, not the strategy itself. Once you understand the layers underneath, you can fill any canvas your boss hands you.

Where this actually helps

If your tree feels too wide, or your canvas feels disconnected from what the team ships, do not blame the technique. Check whether the layer above it carries enough specificity to guide what belongs below it. A vague Business Goal produces a vague Outcome, which produces an Opportunity space nobody can prioritize. The fix rarely lives in the tree. It lives one layer up.

Next time your team debates which framework to adopt, skip the debate. Ask which layer is missing and how to move towards it.

Thank you for Practicing Product,

​Tim​

Who is Tim Herbig?

As a Product Management Coach, I guide Product Teams to measure the real progress of their evidence-informed decisions.

I focus on better practices to connect the dots of Product Strategy, Product OKRs, and Product Discovery.