Political · Economic · Social · Technological
You need a structured way to make a strategic, market, portfolio, or business decision.
Open card →50 tools · 8 subcategories
Strategy & Business
Growth, markets, competition, portfolio, and investment. Where should we go and how will we make money?
Where to start
Core set
If this topic is new to you, start with these tools.
Market & competition
Strengths · Weaknesses · Opportunities · Threats
You need a structured way to make a strategic, market, portfolio, or business decision.
Open card →Porter's Five Forces
You need a structured way to make a strategic, market, portfolio, or business decision.
Open card →TOWS Matrix
You need a structured way to make a strategic, market, portfolio, or business decision.
Open card →Trend Analysis
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
Open card →Trend Watching
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
Open card →Industry Development Model
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
Open card →Market Analysis
You need to make a strategic, commercial, or investment decision.
Open card →Porter Value Chain Analysis
It is unclear where value is created, where cost accumulates, and where differentiation is possible across the activity system.
Open card →Growth & portfolio
BCG Growth–Share Matrix
You need a structured way to make a strategic, market, portfolio, or business decision.
Open card →Run · Change · Grow
You need a structured way to make a strategic, market, portfolio, or business decision.
Open card →Ansoff Matrix
You need a structured way to make a strategic, market, portfolio, or business decision.
Open card →Stage-Gate
You need a structured way to make a strategic, market, portfolio, or business decision.
Open card →Project Portfolio Review
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
Open card →Portfolio Management
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
Open card →Radulescu Model
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
Open card →Badri–Davis Selection Model
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
Open card →Resource Allocation Models
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
Open card →Run · Change · Disrupt
You need to make a strategic, commercial, or investment decision.
Open card →McKinsey Three Horizons
Short-term execution dominates while medium- and long-term growth options receive inconsistent attention.
Open card →GE–McKinsey Nine-Box Matrix
The portfolio contains many businesses or initiatives but investment priorities are unclear.
Open card →Other tools
Benchmarking
You need a structured way to make a strategic, market, portfolio, or business decision.
Open card →Life Cycle Assessment
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
Open card →Make-or-Buy Analysis
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
Open card →Business model & economics
Net Present Value
You need a structured way to make a strategic, market, portfolio, or business decision.
Open card →Cost–Benefit Analysis
You need a structured way to make a strategic, market, portfolio, or business decision.
Open card →Business Case Analysis
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
Open card →Financial Analysis
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
Open card →Business Case
You need to make a strategic, commercial, or investment decision.
Open card →Business Model Canvas
You need to make a strategic, commercial, or investment decision.
Open card →Cost Reimbursement Contract
You need to make a strategic, commercial, or investment decision.
Open card →Platform Strategy
The business wants to create or scale a multi-sided ecosystem rather than a linear product.
Open card →Lean Canvas
A new business idea contains many assumptions but has not yet earned a detailed business plan.
Open card →Commercial models
Fixed Price Contract
You need to make a strategic, commercial, or investment decision.
Open card →Time & Materials Contract
You need to make a strategic, commercial, or investment decision.
Open card →Indefinite Delivery / Indefinite Quantity
You need to make a strategic, commercial, or investment decision.
Open card →Proposal Documentation
You need to make a strategic, commercial, or investment decision.
Open card →Product-Led Growth
Growth depends too heavily on sales or marketing instead of value experienced inside the product.
Open card →Strategic principles
Peter Drucker principles
You need to make a strategic, commercial, or investment decision.
Open card →Dynamic Capabilities
The organization has valuable capabilities but struggles to adapt them as markets and technologies change.
Open card →Strategic choice
Blue Ocean Strategy
The market is crowded and competitors keep improving the same attributes, while growth requires new demand space.
Open card →Four Actions Framework / ERRC Grid
The team needs to redesign the factors it competes on instead of incrementally improving the current offer.
Open card →Playing to Win Strategy Cascade
Strategy discussions produce many initiatives but no explicit choice about where to play and how to win.
Open card →Resource-Based View / RBV
The company knows the market but has not identified which internal resources can sustain an advantage.
Open card →Core Competence Framework
The organization has many capabilities but lacks clarity on which ones truly differentiate it and can support multiple businesses.
Open card →Wardley Mapping
Technology, user needs, and supply chains are evolving, while the strategic landscape remains hard to see.
Open card →Treacy & Wiersema Value Disciplines
The company tries to excel on every dimension and lacks a clear value proposition discipline.
Open card →Technology & innovation
Technology Roadmapping / T-Plan
Technology investments are disconnected from market, product, and business timelines.
Open card →Open Innovation
Innovation relies too heavily on internal ideas and capabilities.
Open card →Technology S-Curve
A technology is improving, but the team does not know whether to invest, optimize, or prepare for replacement.
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