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Chapter I
The focus for this chapter is the value and potential to communicate
information with a great map. By the end of this chapter you should understand
the value of useful designs, how to make them, and how to make them more
effective. You will know the steps to make great diagrams, advertisements,
and announcements. You will also be able to create uncomplicated messages
that stay true to the original intent.
T here may not be a more complex subway illustration than the official
map of the Tokyo Metro. First-time visitors are inclined to look for
a geographically correct map but that would be a mistake. Having little
knowledge of the geography of the city, such a layout adds no value.
Simplified subway maps are easy to find in the stations, on the trains, and
in guidebooks. The compact subway maps are more useful because they
do not complicate the matter with unnecessary information, like parks,
harbors, sights, and the coastline. The important task for the traveler is
figuring out what line stops where and how can they get to the desired
station, not how much the system overlaps or winds around. Thanks to
skilled cartographers, we can make sense of the colored lines and various
fonts found on maps. We are able to find where we are and where we
want to go in any situation with a good map.
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Mapmaking, Not Just Cartography
1— Road map
2— Delivery route
3— Table of contents
4— Sewing pattern1
5— Flowchart
6— Billboard
7— Sign
8— Class schedule
9— Retirement plan
1
To the untrained, these can be more complicated than any subway map.
To those who know the key they are very plain and clear. They are a good
example of maps that require training.
2
Visit www.biocarta.com to see hundreds of examples
3
Visit http://www.expasy.org/cgi-bin/show_thumbnails.pl
4
In 1861, French engineer Charles Joseph Minard created one of the most
complicated and yet visually informative diagrams of a single two-year
period. There are many online copies. An example that was found in January
2007 is at http://it.coe.uga.edu/studio/seminars/visualization/minard.html
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Mapmaking, Not Just Cartography
• Packaging • Contracts
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The most important point of this chapter, and one that too many
businesses miss, is that Perception is reality, and perception is more
significant than intention. What you meant to say or mean to do does
not matter. It is what you say or do and how it is received that matters.
While this is obvious, it is the first step and every journey has to start
somewhere. It is important that the subject message be small enough,
or concise, to fit on one map whenever possible. One of the reasons
the most complicated Tokyo transportation map is large and hard to
understand is that it has the bus system, other rail systems, geographical
information, key buildings, and shrine locations included.
When too many subjects are mixed together, some will be lost.
Use the e-mail rule of; one message: one subject. If you send someone
an e-mail with two or more questions, they inevitably answer the least
important question and often fail to respond to the rest. If you send
an e-mail addressed to multiple people, then they will all assume that
the other recipients will answer it.
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Mapmaking, Not Just Cartography
Writers, speakers, and leaders fall in love with their words and
become fixated on keeping them intact instead of concentrating on
the intent of the message. The objective is not met by what you want
to say but by what is heard and understood. It is not what you meant;
it is what the audience infers. Television commercials can be so
engaging and yet not achieve an increase in sales because the viewers
do not know, or remember, what the company is selling. Spending
millions of dollars on advertising that does not get the proper message
across is wasteful and career damaging. You do not want to hear in a
job interview; “Are you the one who did the …ad campaign and cost that
company millions?”
• What kind of graph could be used? (Pie, Line, Bar, Scatter, 3-D)
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Mapmaking, Not Just Cartography
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project has to be finished in five minutes. When you do not have what
you need, you have to do the best you can with what you have.
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not take people much time to get it. The obvious is not assumed but
is also not overstated. Cultural conventions are often bent but not too
far. A good map says more than was intended but not excessively. If
it requires an explanation, it should have one that is easy to grasp
without assistance. The best maps are the ones people use repeatedly.
They take time, patience, and repeated improvement cycles. A simple
phrase in the right font is often enough, Just Do It, works well.
Not all maps will have the following but most should. A Title
is important. It often conveys the subject and the objective. It sets
expectations. A Legend can reduce the amount of time it takes to
understand a map. A good legend makes it easy to identify roads,
rivers, and railways. Scale and Direction indicators give the viewer
perspective and bearing. A Grid can be handy when there is a lot of
detail to search through. No one wants to search a complicated map
that is difficult to read when they are in a hurry or stressed.
There are analogous items for less traditional maps. On an
advertisement or announcement, the first words of the message
are often the subject (Title). Defining a brand builds recognition for
future messages (Legend). Using standard cultural images, words,
and symbols makes the message intent easier to comprehend (Scale
and Direction indicators). People understand messages more quickly
when they follow an established pattern or method (Grid). Lastly,
great maps are easy to refold.
New England Biolabs (NEB) is a unique company located just
north of Boston. They make a special line of supplies for use in
molecular biology research. Their product catalogs are well made,
filled with useful tables, and loaded with charts. The catalogs of
most companies are tossed each year when new editions arrive.
People keep the old NEB catalogs even though the company makes
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Mapmaking, Not Just Cartography
a new one every year. Just as you can count the age of a tree by the
rings, you can sometimes tell how long a person has been in their
current position by the number of NEB catalogs on their shelf. With
the advent of the World Wide Web, much of the catalog’s value as a
source of useful information was challenged but the ease of use and
immediate availability still makes the catalog a winner. Not many
companies can say that their annual catalogs are collectors’ items as
soon as they arrive.
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Mapmaking, Not Just Cartography
After the dinner concluded it was very difficult to even get near
Perot, let alone talk to him. When I was able to get near him, I only
had seconds before he was whisked away. I handed him my card,
told him I thought he might be interested in our company and asked
him take a look at it so that he could see what we do. Before I could
say anything else, he was gone.
The dinner was on a Friday night. I had to wait all weekend to
see if anything would come of it. On Monday morning, about 10 AM,
the phone rang in our little 900 square foot office in Yorba Linda,
California. The receptionist called out: “There’s a guy on the phone
says he’s Ross Perot. Should I get rid of him?”
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I could see by the way she was holding the phone away from
her ear that she had not put the call on hold. It’s a good thing Ross
Perot has a great sense of humor. When I picked up the phone he was
laughing so hard he could hardly speak. In his thick Texas drawl he
said, “That’s the funniest thing I’ve ever heard. That gal really made
my day.” He then told me he did not recall speaking to me but found
the business card in his pocket and understood what we were trying
to create. He listed the people to contact at Perot Systems in Boston
and wished me luck. The call came because he was able to understand
the map and the message on the inside of that little card.
This message does not work because it assumes too much knowledge
on the part of the recipient; at least it does in the United States. In
the UK, this message is probably crystal-clear.
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Charts for Captains of Commerce Volume I
Chapter Map
(Table of Contents)
$1,500,000
83
$1,000,000
$500,000
Major Inflection Point
$(1,000,000)
111
$PPM
4FSWJDF
Chapter 7 - Diffusion
173
Map 7 - The Lighthouse - 175
Introduction - Volume II
Chapter 10 - Change
Map 10 - The Changing Forms of Water
The entrepreneurial urge hit early in his career and has never left.
During graduate school, he compared offerings from various suppliers
to find the best item at the best price for the lab he worked in. That led
to the concept of a database driven website online purchasing system
for life science products and Anderson Unicom Group (AUG). Under
his leadership, AUG grew from a concept to a full-fledged business,
competing with much larger companies.
Maps for Modern Magellans
Every chapter of this series stands on its own. Each topic is a vitally important
concept for business leaders to master. The maps, charts, and diagrams are
designed to help business owners, operators, managers, and those who want
to be leaders better grasp and communicate important business principles.
The original illustrations are memorable and easy to use. A reader can
immediately share their new insight with others and enable greater business
communication. Leadership training and management development will
be improved using this series as a key part of your process.
www.mapsformodernmagellans.com
On the site you will find:
• Individual book chapter activity pages where you
can download tables, forms, and spreadsheets.