{"id":34892,"date":"2023-10-18T16:56:11","date_gmt":"2023-10-18T15:56:11","guid":{"rendered":"https:\/\/digileaders.com\/?p=34892"},"modified":"2023-10-18T17:03:31","modified_gmt":"2023-10-18T16:03:31","slug":"impact-mapping-what-is-it","status":"publish","type":"post","link":"https:\/\/digileaders.com\/impact-mapping-what-is-it\/","title":{"rendered":"Impact mapping – what is it?"},"content":{"rendered":"

Fresh from holding a number of impact mapping workshops and webinars over recent months, I\u2019ve been considering why impact mapping is gaining so much traction at the moment. Packed conference audiences are one sign, as are the conversations with our clients, who regularly tell us it\u2019s something their team or company needs and wants. So, why is this? What is the rush for impact mapping, why are we so invested in developing the methodology, and introducing it to every client we work with?<\/span><\/p>\n

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What is impact mapping?<\/span><\/h3>\n

Definitions and methodologies for Impact mapping vary. For me, in its most basic form, impact mapping is a way of exploring the shorter and longer term impact of your products, services or organisations. It\u2019s a way of setting out your intent around what you hope to happen as a result of what you deliver.\u00a0<\/span><\/p>\n

In some spheres, impact mapping is a tool for tracking product success or organisational success. However, I tend to use impact mapping as a process and tool for ensuring our products and services are sustainable – for people, for society, and for the planet. So a more accurate name for it would be <\/span>\u2018impact mapping <\/b>for good<\/i><\/b>\u2019<\/b>.\u00a0<\/span><\/p>\n

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What does it involve?\u00a0<\/span><\/h3>\n

A backwards mapping process. Starting with your end goal, or \u2018impact statement\u2019 (something that is meaningful to your users and to society, not to your organisation), working backwards through long\/medium\/short term outcomes, and then ideating opportunities and solutions for achieving those outcomes.\u00a0<\/span><\/p>\n

More advanced mapping can see you layering on further components – enablers, assumptions, evidence, indicators, mechanisms of change, feedback loops, the list goes on. It\u2019s a tool and process that can be applied to simple problems as well as complex systems problems. It all depends on the scale and boundaries that you set.\u00a0<\/span><\/p>\n

The methodology I\u2019ve been using is rooted in <\/span>Theory of Change<\/span><\/a>; over the past 2 years we\u2019ve been testing and evolving the way we use it to match the needs of our work and teams, who are at the coalface of service and organisational design.\u00a0 Whilst the technique is relatively new to service designers, Theory of Change has been used for decades in the non-profit and public sector domains as the foundations for impact measurement and evaluation.<\/span><\/p>\n

What I love most about impact mapping is its versatility. Service design briefs are almost indefinite in their variety and scope. So any kind of \u2018universal\u2019 approach has to cope well with variety and adaptability. I think impact mapping provides this.\u00a0<\/span><\/p>\n

At its worst, it surfaces healthy debate amongst teams for what you aim to achieve and how. At its best, it sets organisational direction, forces you to reconsider your solutions, and helps you identify more meaningful things to measure.<\/span><\/p>\n

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When to do it?<\/span><\/h3>\n

Due to its versatility, impact mapping can be used in a variety of situations. A few examples are:<\/span><\/p>\n