Mind Mapping Strategic Resources

Dr Mikko Arevuo, academic researcher and author in strategic management, shares insights from more than a decade of studying how organizations identify and protect value-creating resources. Drawing on his 15 years of practice in financial services and subsequent academic work, he introduces causal mapping as a complementary tool to mind mapping for uncovering strategic resources. His talk highlights how mapping fosters better group decision-making, reveals intangible advantages, and helps organizations sustain competitiveness in fast-moving markets. Key Themes & Topics: [3:35] Background and research focus – From Wall Street and City of London to academia, studying decision-making and resource identification. [6:10] Sources of competitive advantage – Reviews Michael Porter’s positioning model versus Jay Barney’s resource-based view. [9:48] Tangible vs intangible resources – Explains why most value today comes from complex, intangible capabilities that are hard to imitate. [12:04] Case study: Ryanair – Shows how cost-reduction activities form a strategic resource system for low-cost advantage. [14:20] Causal mapping explained – Introduces causal maps as tools linking positive and negative influences, beyond traditional mind maps. [17:27] Group mapping in practice – Fortune 500 executives and students collaboratively build maps, making all voices visible and reducing groupthink. [19:47] Cognitive conflict – Describes how mapping surfaces constructive conflict while reducing destructive personal clashes. [23:31] Collective buy-in – Notes how group mapping creates visible consensus and stronger ownership of decisions. [27:24] Facilitator vs self-mapping – Suggests outcomes are richer when executives map themselves rather than relying on facilitators. [28:34] Mind mapping crossover – Demonstrates use of iMindMap to translate causal analysis into visual strategy maps. [33:56] Politics of resources – Explains how functional leaders defend their domains, but mapping helps break silos and align perspectives. [48:52] Dynamic capabilities – Argues that sustainable advantage is temporary; organizations must continually renew resources and activities. Featuring: iMindMap