Blob maps / Use cases / Ground-up strategy audit
Ground-up strategy audit
Validate whether your stated strategy reflects what your team actually does — before it costs you another year.
The problem
Most strategy exercises start at the top and work down. Leaders define priorities, then ask teams to align. The problem: the work happening at ground level rarely matches the priorities defined in the boardroom. Activities persist beyond their usefulness. Goals lack the work to support them. Critical effort goes unrecognised. By the time this misalignment surfaces, it has usually already cost time, money, and people.
How BlobMap helps
- 1Contributors map their actual work — not their official job descriptions — across activities, outputs, goals, blockers, and risks.
- 2Each blob is classified by type, time state (past, present, future), size, and frequency — creating structured, comparable data across the whole team.
- 3Leaders see immediately where effort clusters, where strategic goals are unsupported, and where significant work is happening with no strategic home.
- 4The result is an evidence-based view of the gap between official strategy and operational reality — and a foundation for making it smaller.
How a typical engagement runs
Create the blobmap
Set up a BlobMap blobmap for the team, project, or organisation you're auditing. Add context and invite contributors.
Contributors map their work
Over one to two weeks, everyone adds their blobs. Activities, outputs, goals, risks — whatever they actually spend time on. No approval needed.
Review the emerging picture
The admin dashboard shows patterns in real time: where effort concentrates, which time states dominate, where relationships are missing.
Surface misalignments
Use the map and stats to identify work that has no strategic goal, goals that have no supporting work, and effort that belongs to a previous era.
Brief the decision-makers
Export the data, share the visual map, and present findings with structured evidence — not opinion.
The outcome
A clear, structured picture of what the organisation is actually doing — vs what it says it is doing. Decisions about investment, deprioritisation, and focus grounded in evidence rather than assumption.