Patterns matter more than boxes

A friction can appear in several cells because work crosses boundaries. A slow proposal might first look like a sales-process issue. The map may show that approved language sits in documents, pricing rules live with one executive, prior examples are hard to find, and nobody measures response time.

That combination matters. A tool that speeds up writing may leave the wait for pricing untouched. Looking at people, process, knowledge, workflow, and governance together gives you a better chance of understanding the whole capability.

Leave the mapping conversation with several worthwhile possibilities to examine and a clearer account of their connections. Twenty-five cells should help you see the business; they don't need to become twenty-five projects.