In the process of working on a strategic planning exercise for a client, the idea and somehow the need to using something I called "strategic mapping" came up. I then realised - as often - that I had not created something new and that there were already (available) various concept of "strategic mapping". Now I do not feel compelled to forget my initial intentions, and bow to previous thoughts from other consultants. Instead I feel I can learn extra stuff from them while being true and honest to my initial intentions and ideas. Ludo's initial idea and intention: out of a strategic planning exercise, it seems essential to me to offer an authentic approach to dialog, meaningful dialog, the art and science of conversation. True to that spirit, no strategic thrust can emerge without allowing a meaningful, open, authentic appreciation of what is emerging... various trends, directions, positions, ..... Because it is open, mutli-directional, across section, acros hierarchy and power-structure, a map seems a good way to capture the complexity and the multi-levels of views and perceptions involved... therefore, and quite naturally, a map is to a plan what strategic mapping is to strategic planning. Now, below some is some introductory info on strategic mapping according to other organisations:. The information is taken from various websites following a rapid search taken from http://www.idiagram.com/ What they say: in "The Art of the Strategic Conversation* " The images we create are tools for catalyzing creative and expansive conversations while keeping those conversations grounded in the reality of the situation. By literally mapping out the details of your technology, marketplace, strategy, etc. we can give you and your team the opportunity to step back and see better: see things more clearly see the big picture see things together see things differently A good strategic map and the process of bringing people together in constructive dialog, can help your team grapple with the complex, various, and difficult issues that are impeding your progress. Navigating the future without a good map can be difficult and dangerous: difficult to see where you are, and at risk you won't get where you want to go. A good map can help reveal your strategic reality and thus position you to create the future you want. As a tool for generating meaningful conversation and clearer communication, a good map can generateunderstanding and insight, agreement and action. Another organisation: taken from http://cdn.information-management.com/