Common Challenges

Most organisations face a predictable set of challenges when they begin applying UNM for the first time. These challenges are signals that your organisation is learning a new way of seeing itself — shifting from inside-out assumptions to outside-in alignment. This page brings together the most common barriers teams encounter when implementing UNM, why they happen, and how to move past them with confidence.

A cartoon of two characters, one asking if they should open a box and the other unsure about seeing what's inside.

UNM makes the invisible visible, which can feel uncomfortable at first. Teams feel exposed, leaders fear disruption, and existing structures feel “safer” than exploring new ones.

A diagram comparing different sticky notes. Two cartoon characters, one with glasses and red clothing and the other plain with blue clothing, observe the diagram. The caption notes that their team uses a completely different definition from yours.

Teams often confuse features, requests, or internal priorities with real user needs. Without clear outcomes, the map becomes noisy and misaligned.

A UNM with colored sticky notes and arrows, illustrating connections between users, workflows, and outcomes.

Organisations try to map everything at once. The system feels too big, too tangled, or too unclear — leading to analysis paralysis instead of progress.

Hand-drawn diagram with colored boxes and lines connecting various elements, featuring two cartoon characters at the bottom, one wearing glasses and a green shirt, and the other with a bald head, with handwritten notes.

Mapping reveals ownership gaps and overlaps that have existed for years. Without a safe way to explore boundaries, teams don’t know how to turn insight into practical change.

Cartoon characters discussing whether they are looking at a map or a minefield, with one character asking about redrawing lines around them and the other questioning their viewpoint.
A User Needs Map. Two cartoon characters, one with glasses and a red shirt, and the other without glasses wearing a blue shirt, are shown at the bottom. A handwritten note says, 'Let's make checking the map part of the ritual.'

Teams struggle to express capabilities separately from systems, deliverables, or team names. Capability thinking is new, abstract, and challenging to learn without practice.

Organisations treat UNM as a one-off workshop, not an ongoing sensemaking practice. Without dedicated rhythms, stewards, and decision hooks, the map quickly goes stale.

Need help?

UNM’s value increases the more you use it. If you’d like guidance applying the practice in your organisation — or want support in navigating these challenges — I can help. Whether you have a question, want to explore a workshop, or simply want to talk through a challenge you’re facing, I’d be happy to hear from you.

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