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27 | GEOSPATIAL STRATEGY ESSENTIALS FOR MANAGERS MATTHEW LEWIN Chapter 5 Six Geospatial Strategy Archetypes M ore than anything else, what makes a geospatial strategy effective is how well it aligns with the needs of the business. And while there is no simple formula for ensuring business alignment, managers can learn from and benefit by a study of geospatial strategy archetypes that take into account different business needs. An archetype is simply a recurring pattern. You see them referenced in many disciplines, from literature to psychology to computer program- ming. They're common patterns or models that you tend to see time and again. In the case of a geospatial strategy, an archetype refers to a basic configuration of people, processes and technology that organizations commonly imple- ment in response to specific business priorities. I've identified six as part of a simple archetype model. Six Geospatial Strategy Archetypes In this model, three different business motivations we commonly see with our customers (efficiency, productivity and growth) form a matrix with two broad levels of geospatial maturity (low and high). A set of strategic implementation patterns to get you started with your strategy Streamline the Geospatial Footprint Low High Geospatial Maturity Automate Geospatial Workflows Selectively Evolve Geospatial Capabilities Expand the Reach of Geospatial Solutions Aggressively Scale Up Geospatial Capabilities Accelerate Geospatial Innovation Efficiency Get Lean, Eliminate Waste Productivity Produce More, Work Faster Growth Expand Products, Services, Markets