| name | itk-system-map |
| description | 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. |
| intent | Understand the problem space, players, possible disruptions, and opportunities. Address the needs and priorities of the larger system. |
| type | component |
| phase | scope |
| outcome | scope |
| difficulty | intermediate |
| group_size | 4+ people |
| time_required | 45+ minutes |
| best_for | ["Early discovery when entering an unfamiliar domain and you must map who holds power and influence","Identifying disruption risks and opportunities before committing roadmap themes or funding to a new initiative","Aligning a cross-functional team on the broader ecosystem when stakeholders disagree on system boundaries","Diagnosing why a product struggles in market by exposing competitors, policy, and incumbent dynamics","Preparing executive or stakeholder briefings that frame an opportunity within its full systemic context"] |
| sources | ["MITRE Innovation Toolkit (ITK)","https://itk.mitre.org/toolkit-tools/system-map/"] |
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.
