User Needs Mapping

Map what users need independently of any particular solution. Discover needs through research, not assumption. Source: Rich Allen (User Needs Mapping), connected to Wardley Mapping and Team Topologies.

When to Use

• During L2 Opportunity discovery
• When building initial understanding of user landscape
• When validating whether team/service boundaries align with user needs
• When the OST needs a stronger needs foundation

Workflow

1. Identify User Types

Who interacts with or is affected by this product/service?

• Direct users (hands-on)
• Indirect users (affected by outcomes)
• Internal users (staff, support, ops)

2. Extract Needs from Research

From interviews, observations, support tickets, and behavioral data, extract discrete need statements:

Format: "As a [user type], I need to [action/capability], so that [outcome/benefit]"

Three dimensions (from Christensen JTBD, applied to Allen's framework):

• Functional: What they need to accomplish practically
• Emotional: How they need to feel during and after
• Social: How it affects their relationships, status, perception

Rules:

• Needs come from RESEARCH, not brainstorming or stakeholder wishes
• Each need must cite at least one evidence source
• Separate needs from solutions: "I need to know my order status" not "I need email notifications"

3. Score Needs (Importance vs Satisfaction)

Source: Ulwick (Outcome-Driven Innovation) for opportunity scoring. Allen's contribution is the dependency mapping (steps 6-7), not the scoring method.

For each need:

• Importance (1-10): How critical is this to the user?
• Current satisfaction (1-10): How well do existing solutions meet this need?
• Underserved score: importance - current_satisfaction (higher = bigger opportunity)

4. Classify Need States

Source: Ulwick (ODI) opportunity landscape.

• Met: Current solutions adequately address this (satisfaction >= 7)
• Underserved: Need exists, current solutions are poor (importance high, satisfaction low)
• Overserved: Too much effort on needs users don't care about (importance low, satisfaction high)
• Unrecognized: Users have this need but don't articulate it (discovered through observation, not interviews)

5. Identify Opportunity Areas

Cluster underserved, high-importance needs into opportunity areas. These become the foundation for the OST.

6. Map to Value Chain (Allen's connection to Wardley)

User needs sit at the TOP of the Wardley Map (most visible to users). Each need implies a dependency chain of components needed to serve it. This is where User Needs Mapping connects to strategic landscape mapping.

7. Inform Team Boundaries (Allen's connection to Team Topologies)

User needs can inform team boundaries: each stream-aligned team should own a coherent cluster of user needs, not a technical component. If team boundaries don't align with need clusters, Conway's Law will create fragmented user experiences.

Canvas Output

Always update

canvas/user-needs.yml

with discovered needs, scores, and states. Also update:

• canvas/opportunities.yml

  with opportunity areas derived from underserved needs

• canvas/landscape.yml

  if needs mapping reveals new value chain components

• canvas/team-shape.yml

  if need clusters suggest different team boundaries

Bias Warning

Before mapping needs, run

/bias-check

. Key biases:

• Functional fixation: Only mapping functional needs, missing emotional/social
• Availability heuristic: Overweighting needs from recent/loud users
• Projection bias: Assuming users need what YOU would need

Theory Citations

• Allen: User Needs Mapping (dependency mapping from needs to capabilities to components, connection to Wardley and Team Topologies)
• Ulwick: Outcome-Driven Innovation (Importance/Satisfaction scoring and need state classification)
• Christensen: Jobs to be Done (functional/emotional/social dimensions)
• Wardley: Value chain mapping (needs as anchor points)
• Skelton: Team Topologies (needs informing team boundaries)