Map your processes
How can an organization use its strengths to attack new markets?

Start by describing your processes from the ground up. Don't forget support processes such as design offices and processes, processes and tools associated with customer relations, supply chain processes, delivery... because they can also be a source of innovation and differentiation.

Try to be as exhaustive as possible, but don't go into too much detail. Your map needs to be legible and understandable to everyone, as it will form the basis of the rest of the exercise, and you'll need to use it again and again. Try to keep it to one A3 page, or even better, one A4 page.

Give each process a name, if it doesn't already exist within your organization. If you feel it's important to describe the process, in particular its boundaries and contours, then use an accompanying document to describe your breakdown more precisely.