CHAPTER 7

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In nearly every workshop I teach someone asks, "Is there

any software for idea mapping?" Of course, the answer is

yes. This chapter will:

• Offer some criteria for choosing software

• Discuss the benefits of software over hand-drawn maps

• Address some concerns about using software

• Spotlight a number of applications developed using the

Mindjet MindManager Pro 6 product

• Suggest some activities using a trial version of software

Software Criteria

I have seen and used many varieties of idea-mapping software.

When considering a software purchase, keep the following

things in mind for your final decision:

• Stability of the product and company

• Pricing/Budget

• Seamless integration with other products

• Features

• Customer support availability and responsiveness

• Number of preloaded images and icons

• Your purpose, needs, and applications

• The volume and complexity of the data you need to

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• MAC or Windows compatibility

• Products available that extend the use of that software

Nearly every company enables you to download a trial version

of its product so that you can play with and test the software

for yourself prior to any purchase. Before making a

decision, try a few products based on your criteria. I own several

packages in order to be well acquainted with a variety of

top products, but when it comes to actually using software-

I am a Mindjet gal. (See www.mindjet.com for more information.)

They are top leaders in their industry, are endorsed

by The Wall Street Journal (September 2002), and meet all of

my application criteria and then some. Mindjet has a large

group of partners who develop add-in software products that

make this particular mapping tool even more useful. The

idea maps shown in this book were created using the Mindjet

MindManager Pro 6 product. Keep in mind the need to

choose a product that is best for you.

Benefits of Using Software

I'm not saying you should use software for all of your idea

maps. It's not always convenient to carry a laptop. However,

using software has some major advantages. Below are some

of the benefits to consider.

Ease of Revisions

After (or even during) the creation of a hand-drawn map, it

is common to sit back, take a holistic view, and see a need to

reorganize your ideas. This is both good and bad. The good

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news is that the idea map provides the vehicle to see better

connections and associations between thoughts and to make

corrections. The bad news is that if you need a polished version

of the map or want to continue adding to the branches,

starting over by hand is time consuming. The software

quickly and easily enables the user to move branches or subbranches

anywhere with a simple "click and drag."

Removes the Fear of Drawing Images

There are people who enjoy and appreciate the value of images,

but don't want to put the time into learning how to

draw. Some even have emotional scars from childhood

caused by their lack of artistic talent. Mindjet's database of

images, symbols, and icons solves this problem.

Managing Large Volumes of Data

Here's where you can begin to see massive time savings and

refined thinking processes. Managing data is different from

collecting data. Managing information requires doing something

with the knowledge gathered in your map. With Mindjet

you have the option of exporting this data into Power-

Point, Project, Outlook, or Word. There can be hyperlinks

within the branches of the map that link directly to other

documents, websites, or idea maps.

Increasingly, people are using electronic maps not just

to capture ideas and information, but as an efficient way to

visualize and act on data. MindManager, for example, integrates

with salesforce.com, enabling sales professionals to

see (in one map) information collected from more than 30

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separate salesforce.com screens. The map format also enables

the sales reps and their managers to generate strategies

to close sales faster. This ability to gain a clear overview-

and then to conduct thinking and planning around that

overview, provides a key competitive advantage for people

using idea maps.

Presentations

Some people use maps as visual aids during their presentations.

You could use a hand-drawn example if you wanted;

however, if the audience and subject matter require a cleaner

look, creating your map using the software is an easy solution.

As mentioned previously, the software enables you to

plan your presentation using the map format, and then

simply export it to Microsoft PowerPoint to create the actual

slide deck.

Software Concerns

Occasionally, a few people hesitate when I mention using

software to create idea maps. I have to admit-that was my

first reaction many years ago. I would rate myself as mildly

computer literate, and I believe I was intimidated by the

thought of putting down the markers and learning something

outside my comfort zone. That was before I experienced

how easy it was to use the software. Now I could not

function without it.

There are even more individuals who have been introduced

to idea mapping through the use of Mindjet's products

who can't imagine ever drawing maps by hand! I don't want

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to sweep potential software concerns under the rug, so let me

address those issues before we move on.

Hand-Drawn Maps are More Memorable

According to memory research, the more senses (seeing,

hearing, touching, tasting, and smelling) we use when learning-

the greater the recall. (See Chapter One of Memory

Power by Scott Hagwood.) Therefore, the kinesthetic aspect

of actually drawing the map may add connections and associations

that would enhance recall. This might be a valid argument

if remembering is your primary purpose.

Loss of Flexibility

Getting the computer to duplicate what you can create by

hand is sometimes challenging. Let's face it-the computer

is a great tool, but it is still not the same as drawing. I could

also argue that the software actually provides more flexibility

by utilizing the electronic format. Now you can import information

into the map, email the map (or only a portion of

the map), or export the map to a variety of other software

products.

Takes More Time

Some have said that they spend more time playing with the

software to get just the right look. Whether it is formatting

branches or searching for the right color, it can become

time consuming. It's that perfectionist at work again!

Sometimes the desired image doesn't exist within the soft-

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ware database, so off you go to the internet (for an undetermined

amount of time) to hopefully find it. Keep in

mind that some of this is part of the learning curve. I have

found that once people get used to the software, this argument

disappears. Plus, you can create templates with all

your favorite settings.

Summary of Benefits and Concerns

Despite my initial reaction, I very quickly became an avid

user of both hand-drawn and software-generated idea maps.

There is no reason to argue that one method is better than

another, because it is an individual choice and both provide

an excellent forum for capturing ideas. The bottom line is

this: There are people who prefer software, some who prefer

drawing their maps by hand, and the majority of people use

both depending on their individual purpose. I encourage you

to find one software product so that you have the flexibility

to use it based on the application. You will be the judge.

Lesson Nine-

Try using software.

Mindjet Software Applications

The rest of this chapter is devoted to sharing a variety of

stories and applications from business people around the

globe. These maps will follow the laws closely. (The maps

that are too large for this book and color versions of all maps

are available at www.IdeaMappingSuccess.com.)

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Strategic Marketing

Terry Moore, president of Terry Moore & Associates, Incorporated,

provides consulting services for companies

around the world. His organization specializes in strategic

marketing. Terry is an expert user and facilitator of idea

mapping. What follows is his answer to a conceptual dilemma.

The idea map he refers to is Figure 7.1.

Research is often the heart of a consulting assignment, and

there is frequently a wealth of data to be mined and analyzed.

The choice of analytical tools can be critical to timely success.

Often the data are quantitative. When confronted by

a large amount of quantitative data, there are many statistical

tools available to the analyst-sampling techniques,

multiple-regression, coincidence correlation, exponential

smoothing, and others. Most of these tools use computers

to parse and refine the raw data, which yields some sort of

processed information: graphs, intercepts, or statistical measures.

Frequently our work involves large amounts of qualitative

information: cultural information, customer behavior

patterns, consumer-product interactions, et cetera. Each of

these may involve thousands of qualitative data points. What

does one do with a large amount of qualitative information?

How does one begin to organize and analyze it so that one may

make sense of the common realities underlying the raw data?

Too often analysts assign some sort of numerical system

to the data and then use one of the statistical techniques to analyze

it. That is usually not very satisfactory. What one needs

is a way to conceptualize a large amount of information so

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Figure 7.1 Cat Food Positioning Considerations

that one can "get one's mind around it" in order to understand

it and be able to draw conclusions.

Idea mapping offers the power to represent qualitative

data, describe relationships, and enable one to see the "big

picture." Further, mapping allows us to represent data in a

way that facilitates the conceptualizing of its meaning. It

provides a "map," which makes it possible to observe macrophenomena,

discover trends, and generate creative options.

Idea mapping makes it possible to represent multiple dimensions

of a situation without losing sight of any of its parts; it

is an efficient way to manage an overwhelming amount of

qualitative information. Finally, it offers a way to present

information to clients in a graphic form that is both easy to

understand and data rich. Often, an entire strategic plan can

be represented in one map. This greatly assists in communicating

our work to our clients.

The other major part of our work involves the development

of complex conceptual systems for analyzing markets,

product development, consumer behavior, and other complicated

phenomena. The ability to conceptualize and understand

these things is key to being able to succeed with a certain

market, product, and customer. Here is one example [refer to

Figure 7.1]:

Our challenge was to create a process for developing a

product-positioning strategy for a major pet food manufacturer.

The objective was to design a process for the development

of a strategy that incorporated an analysis of consumer

culture with all the useful theories of consumer behavior and

then draw on the correct set of creative resources to produce a

positioning strategy for a new line of cat food.

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This map describes the necessary elements in the development

of the plan. Starting at the top right branch and moving

clockwise:

1. Market variables. The details of the cultural context in

which the market operates.

2. Consumer profiles.

3. Conceptual systems for understanding consumer

behavior: needs/motivation, attachment theory,

psychoanalytic theory, et cetera.

4. Consumer theory. Behavior of consumer groups.

Branding and segmentation.

5. Creative applications, which can be brought to bear on

the development of product positioning.

6. Product strategies, which will incorporate all of the

above.

In the final step of the process, all the common business strategic

components are utilized (branding, communications

strategy, etc.), but only after all the environmental, psychological,

demographic, and consumer factors are taken into

consideration.

Training/Learning Event

You met Vanda North, founder and director of The Learning

Consortium, in Chapter 6 with her description of a decision

map. This time she used Mindjet software to create an

idea map for a different application. (See Figure 7.2.)

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Figure 7.2 Training/Learning Event

A training magazine contacted Vanda to write an article

on how to plan for a training event. Her submission deadline

was very tight. She used the Mindjet software to outline

her immediate ideas, and reorganized the sequence of the

branches later. She used a feature of the software that provides

space for writing text notes that link to the associated

branch. Here she wrote the linear content of the article and

added pictures to spark creative thinking. When Vanda finished

the map, all she had to do was consolidate the text

notes, convert it into a MS Word document, and it was

done! She completed the entire article in the same amount

of time she expected it would take to finish only a draft of the

outline.

Not only was the article received favorably, but this

event map has become a wonderful template to use when

planning a meeting, conference, or workshop. When

printed, this map comes with all the text notes. Users can

add comments for their specific plans, links to documents

that need copying, spreadsheets for budgeting purposes,

websites for research, and the Power Point slides for the

presentation during the event. The entire event is available

in one map.

Sales Cycle

Dr. Andrei Jablokow earned a doctorate in engineering,

taught mechanical engineering at Pennsylvania State University

and Drexel University, and has 15 years of information

technology (IT) sales experience. Andrei shares a series

of three idea maps that will take you from an initial ap-

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proach to a corporate client, to an initial conversation with a

prospect, and finally to an IT project presentation.

Cold Call

Refer to Figure 7.3. This idea map is an example of a script

for approaching a prospect for the first time via telephone.

Usually when you call someone you are interrupting them,

and they do not have time to talk at that moment. I use this

initial approach to schedule a follow-up telephone conversation

for a date and time that is convenient for them to talk.

Having the script represented as a map (and having it

in front of you when you call) enables you to stay on track with

your intention as well as respond appropriately based upon

what happens during the call-prospect answers, you get the

administrative assistant, you get the wrong person, or you get

voicemail, etc.

Initial Call

Refer to Figure 7.4. This idea map is an example of a script

for an initial 15-20 minute scheduled conversation on the

phone. You can use this map to guide the conversation through

a series of questions as well as briefly present why the prospect

should continue their conversation with you. The intention of

this call is to mutually decide if a face-to-face meeting would

be appropriate. You do not need to cover everything on the

map to be effective. If you and the prospect decide to meet, the

rest of the information can be covered at that time. Developing

an idea map for your purposes enables you to plan for any

question the prospect may ask.

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Figure 7.3 Cold Call

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Figure 7.4 Initial Call

The original Initial Call map is too large for this book. I

minimized some of the branches on this map for the sake of

space. For the full color version of Andrei's map go to www

.IdeaMappingSuccess.com.

IT Project

Next comes the actual meeting with the prospect. This idea

map is an example of a solution plan for a technology customer

for one of their new applications. Refer to Figure 7.5.

Very often in a complex sales process the customer will

expect the sales team to present their recommendations based

upon the listening, data gathering, and analysis that is performed

in the sales process. So I listened. Based on what I

heard, I drew this map on a whiteboard in front of the customers'

team (along with some other supporting diagrams not

included here).

The development of this idea map happened in that

moment with the customer's involvment, and it became a

graphic representation of the solution presentation meeting.

The map shown in Figure 7.5 was drawn after the meeting

using Mindjet software for documentation purposes. Instead

of a series of linear slides with bullet points, an idea map can

be developed to represent the solution. Of course, the prospect

also wanted a copy!

I won the business on the IT project and and was able

to establish a stronger relationship with the client for future

business.

The original IT Project map is too large for this book. I minimized

some of the branches in Figure 7.5 for the sake of

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Figure 7.5 IT Project

space. For the full color version of Andrei's IT Project go to

www.IdeaMappingSuccess.com.

Simulator Project

M. Kumar is a Project General Manager for the British Petroleum

Cherry Point Refinery in Blaine, Washington. His

backgound is in chemical engineering and business. Following

is a desciption of his idea map.

This project is our plan to build a simulator for each operating

unit in the refinery. This will help the operators to practice

many procedures on a simulator rather than on a live

unit. It will prepare them to run the unit in a safe manner

and respond to emergencies in a competent fashion. Project

teams use this map to keep track of various stages of the project

(Appraise, Select, Define, Execute, and Operate) and to

ensure that the critical milestones, deliverables, and risks

are addressed. We use the idea map to communicate the status

of the project and the full project picture to the refinery.

We utilize a color scheme to reflect progress, concerns, and

other issues. The software enables us to take one map and

shrink or expand it for the needs of a specific audience during

various presentations on this project.

The original Simulator Project map is too large for this

book. I minimized the detail branches in Figure 7.6 to give

you an overview of his map. Go to www.IdeaMappingSuccess.

com to see Kumar's entire map in color.

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Figure 7.6 Simulator Porject

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Fiscal Year 2005 Summary

I introduced Pete Wilkins in Chapter 6 with his giant book

maps. This time he created an idea map using Mindjet software

to provide his leadership team at Deloitte with an

overview of his accomplishments for the fiscal year 2005.

Refer to Figure 7.7. Pete shared that this map provided the

following benefits:

• It was easy to see the clients I worked with throughout

the year.

• The activities and services I provided for each client are

clear and grouped by account.

• Clear separation of nonclient duties.

• Easy to understand revenue numbers by client.

• The document can easily be exported to PowerPoint if

need be.

Pete's original map is too large for this book (everything he

does is BIG!). I minimized the detail branches in Figure 7.7

to give you an overview of his map. This software feature was

a benefit because it enabled me to show you at least part of

the map in this book. Go to www.IdeaMappingSuccess.com

to see his entire map in color.

Chief Knowledge Officer (CKO)

Trygve Duryea is the chief knowledge officer for The Leadership

Group in Santa Barbara, Califonia. He is a huge fan of

idea mapping and uses it to run his businesses. He is going to

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Figure 7.7 Fiscal Year 2005 Summary

share an application he calls the CKO (Chief Knowledge Officer

_). Refer to Figure 7.8 as he tells his story.

A manager or business owner known as the chief knowledge

officer is the individual that has all the current pertinent information

of their company or department at their fingertips.

It doesn't mean that reports are only available daily, weekly,

quarterly, or monthly. It means every bit of information required

to make any decision is available at anytime and anywhere.

It means that you will never be without the data to

make a decision, to have a knowledgeable conversation, to process

an issue, or to capitalize on an opportunity to share information

about your company-ever!

The CKO as a management tool is an idea map that

is highly effective in communicating the information and

knowledge one needs to know anytime, anywhere, within two

strokes of the keyboard or mouse. Its main branches and subbranches

are populated with the reports, documents, databases,

papers, presentations, and other important information

you (and your team members) feel are needed to run the company.

Two important elements of the CKO are (a) it delivers

to you the information you think is important to make decisions

and run the company, and (b) keeping the information

correct, current, and up to date is the responsibility of your

direct reports and team members-NOT yours. I have the

people who are responsible for the varying parts of the business

(which links to my map) make their updates every Thursday

by 3:00 PM. That keeps me from chasing down new information.

The CKO is available electronically through the map as

well as printed and put into a three-ring binder. These CKOs

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Figure 7.8 Chief Knowledge Officer (CKO)

give the CEOs every bit of information they need to run their

company at their fingertips. I can be in any meeting and answer

any questiont[sic] about just [about] anything within a

second through the CKO map or-if I don't have my laptop

with me-the three-ring binder. I use it many times a day

and everyone is impressed when I pull up the information at

a moment's notice ( faster than the managers who should

know the information better than I do). I use it to run my

CEO think-tank business and consulting practice, and I have

developed about 15 other CKOs to help other CEOs run their

companies.

Having all the knowledge and information about your

company or department at your fingertips doesn't equate to

being a micro-manager. It's a signature of leadership that

motivates a team to the measured goals and objectives that

keeps the company or department focused and on track.

The CKO is the WOW factor of leadership. WOW,

where did you get that information? WOW, how did you

know that so fast? WOW, you're so organized! WOW, you

know a lot about everything! WOW, I didn't know you knew

that. WOW, you sure know everything that goes on around

here! WOW, you have all the right information to make the

right decision and so fast. WOW, I want to know what you

know! WOW, I better be on my toes because you know more

about my department than I do. WOW!

When creating a CKO, the most important aspect of developing

the map is defining the critical information to put in

it, identifying where that information comes from, knowing

who will be held accountable for updating the information,

determining how often the information will be updated, and

deciding who will have access to your CKO.

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Here are some questions and processes to work through

before you start creating your personal CKO idea map.

1. Set your objective for having a CKO.

2. Answer the question, "How will I use this tool?"

3. List all the reports you review or have on your desk

(daily, weekly, monthly, quarterly, and annually).

4. List the departments that have key information.

5. Identify the specific information you want from those

departments.

6. List documents or databases that you refer to

periodically.

7. List any other information you may want available.

This might include personal taxes, outside board of

directors, personal investments, memberships, family

documents, and activities.

The chief knowledge officer map keeps me informed at every

level of my business without being intrusive, yet at the same

time giving me information to make critical and knowledgeable

decisions. I think differently with it, and can't imagine

running this company without it.

Trygve's original CKO is too large for this book. I minimized

the detail branches in Figure 7.8 to give you an overview of

his map. Go to www.IdeaMappingSuccess.com to see his entire

map in color.

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Suggested Activities

Now you have seen multiple applications using Mindjet Pro

6 software. See Figure 7.9 for a summary of the chapter. Your

assignment is to download a trial version of Mindjet software

(www.mindjet.com) and create at least one electronic map

before reading Chapter 8. Here are a few suggestions:

1. You may want to try transferring a completed handdrawn

map into the software. This will give you some

practice without having to think about the content of

the idea map.

2. Add some images and icons to your map from the library

of symbols.

3. Make at least one hyperlink to one of your existing documents

or a website.

4. Create some text notes for a branch.

5. Have fun!

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Figure 7.9 Chapter 7 Summary