1
Ansoff Matrix
You need a structured way to make a strategic, market, portfolio, or business decision.
View card →Situation Picker · 2 steps
Situation first.
Context second.
Choose a problem, refine its context, and get a short path through several tools.
Unclear where to grow
You need to choose a direction for business growth
Refine context →
Step 2 — which context best describes the situation?
Current product → new markets
2
Political · Economic · Social · Technological
You need a structured way to make a strategic, market, portfolio, or business decision.
View card →3
Porter's Five Forces
You need a structured way to make a strategic, market, portfolio, or business decision.
View card →Product portfolio
1
BCG Growth–Share Matrix
You need a structured way to make a strategic, market, portfolio, or business decision.
View card →2
Portfolio Management
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
View card →3
Stage-Gate
You need a structured way to make a strategic, market, portfolio, or business decision.
View card →Need to stand out from competitors
1
Competitor Radar
The team needs a stronger solution or point of differentiation but is stuck in obvious approaches.
View card →2
TOWS Matrix
You need a structured way to make a strategic, market, portfolio, or business decision.
View card →3
Overton Window
The team needs a stronger solution or point of differentiation but is stuck in obvious approaches.
View card →We do not understand the customer
There are many features, but customer value and real jobs remain unclear
Refine context →
Step 2 — which context best describes the situation?
Understand the need
1
JTBD
You need a clearer way to understand customer needs, validate value, or shape a product decision.
View card →2
User Interviews
The team makes product decisions but lacks a clear structure for validating customer value and behavior.
View card →3
Empathy Map
You need a clearer way to understand customer needs, validate value, or shape a product decision.
View card →Map the customer journey
1
CJM
You need a clearer way to understand customer needs, validate value, or shape a product decision.
View card →2
Gap Map
The team needs to understand the customer, value, requirements, or product scenario more clearly.
View card →3
Define the value proposition
1
Value Proposition Canvas
You need a clearer way to understand customer needs, validate value, or shape a product decision.
View card →2
JTBD
You need a clearer way to understand customer needs, validate value, or shape a product decision.
View card →3
Kano Model
You need a clearer way to understand customer needs, validate value, or shape a product decision.
View card →Need to test a product idea
You want evidence before committing to major development
Refine context →
Step 2 — which context best describes the situation?
The riskiest hypothesis
1
RAT
The team needs to understand the customer, value, requirements, or product scenario more clearly.
View card →2
Hypothesis · Action · Data · Insight
You need a clearer way to understand customer needs, validate value, or shape a product decision.
View card →3
Test technical feasibility
1
PoC
The team needs to understand the customer, value, requirements, or product scenario more clearly.
View card →2
Value · Usability · Feasibility · Viability
The team makes product decisions but lacks a clear structure for validating customer value and behavior.
View card →3
Test demand
1
Customer Development
You need a clearer way to understand customer needs, validate value, or shape a product decision.
View card →2
3
Goals are not working
There is plenty of activity but no shared focus on outcomes
Refine context →
Step 2 — which context best describes the situation?
Team goals
1
Objectives and Key Results
Goals, outcomes, or success criteria need to be made clearer and more measurable.
View card →2
Specific · Measurable · Achievable · Relevant · Time-bound
Goals, outcomes, or success criteria need to be made clearer and more measurable.
View card →3
Impact Mapping
Goals, outcomes, or success criteria need to be made clearer and more measurable.
View card →Company goals
1
2
Objectives and Key Results
Goals, outcomes, or success criteria need to be made clearer and more measurable.
View card →3
Management by Objectives
Goals, outcomes, or success criteria need to be made clearer and more measurable.
View card →Too many metrics
1
2
Key Performance Indicators
Direction, outcome, or success criteria need to be defined more clearly.
View card →3
Too many initiatives
There are fewer resources than requests competing for the plan
Refine context →
Step 2 — which context best describes the situation?
Product backlog
1
Reach · Impact · Confidence · Effort
There are more ideas than resources, so you need a transparent way to decide what comes first.
View card →2
Kano Model
You need a clearer way to understand customer needs, validate value, or shape a product decision.
View card →3
Story Mapping
The team needs to understand the customer, value, requirements, or product scenario more clearly.
View card →Project portfolio
1
Weighted Shortest Job First
Demand exceeds available capacity, so priorities need to be made explicit and comparable.
View card →2
Stage-Gate
You need a structured way to make a strategic, market, portfolio, or business decision.
View card →3
Portfolio Management
A strategic or investment decision is needed, but the discussion is still driven mostly by opinions.
View card →Personal tasks
1
Eisenhower Matrix
Demand exceeds available capacity, so priorities need to be made explicit and comparable.
View card →2
Pareto Principle
You need to diagnose the situation, expand alternatives, or find a stronger solution.
View card →3
Eat That Frog
There are more tasks and initiatives than resources, while prioritization criteria keep changing.
View card →People resist change
The decision has been made, but the new behavior is not sticking
Refine context →
Step 2 — which context best describes the situation?
Implementing a new system
1
Awareness · Desire · Knowledge · Ability · Reinforcement
The change has been announced, but people continue working the old way.
View card →2
Stakeholder Analysis
Expectations, communication, influence, or stakeholder alignment need to be managed more deliberately.
View card →3
Change Management Plan
The change needs to move from a decision into a sustainable practice.
View card →Large transformation
1
Kotter 8-Step Change Model
A major change was announced, but the organization quickly lost momentum.
View card →2
Awareness · Desire · Knowledge · Ability · Reinforcement
The change has been announced, but people continue working the old way.
View card →3
Run · Change · Grow
You need a structured way to make a strategic, market, portfolio, or business decision.
View card →A specific employee is resisting
1
2
SLII
One employee works independently while another needs constant support; the same leadership style does not work for both.
View card →3
The team is in conflict
Disagreements are slowing work and decisions
Refine context →
Step 2 — which context best describes the situation?
Conflict between two people
1
Thomas–Kilmann Conflict Mode
Two strong contributors are in conflict: you need to decide when to assert, accommodate, or collaborate.
View card →2
3
Transactional Analysis
The team needs to improve roles, collaboration, trust, or group dynamics.
View card →A new team is storming
1
Tuckman Team Development
A new team started out friendly, then suddenly began arguing and slowing down.
View card →2
Drexler–Sibbet Team Performance Model
The team needs to improve roles, collaboration, trust, or group dynamics.
View card →3
Roles are unclear
1
Belbin Team Roles
The team has strong specialists, but some types of work consistently fall through the cracks.
View card →2
The team depends on the manager
Decisions and responsibility keep escalating upward
Refine context →
Step 2 — which context best describes the situation?
They do not know how to make decisions
1
Employee Empowerment
Roles, decision rights, governance, or organizational boundaries need to be clarified.
View card →2
The team is mature enough
1
Self-Managed Work Teams
Roles, decision rights, governance, or organizational boundaries need to be clarified.
View card →2
3
The employee is not ready yet
1
SLII
One employee works independently while another needs constant support; the same leadership style does not work for both.
View card →2
Competency Maps
You need to better understand a person’s behavior, development, or motivation.
View card →3
Individual Development Plan
You need to better understand a person’s behavior, development, or motivation.
View card →The process is too slow
The work itself is short, but waiting and queues are huge
Refine context →
Step 2 — which context best describes the situation?
We cannot see where time is lost
1
2
Supplier · Input · Process · Output · Customer
You need to improve flow, reduce waste, understand causes, or stabilize quality.
View card →3
Gemba Walk
You need to improve flow, reduce waste, understand causes, or stabilize quality.
View card →Too much work in progress
1
2
3
Quality is unstable
1
Plan · Do · Check · Act
You need to improve flow, reduce waste, understand causes, or stabilize quality.
View card →2
3
We do not understand the root cause
Symptoms are visible, but the root cause is still disputed
Refine context →
Step 2 — which context best describes the situation?
Simple operational problem
1
2
3
Complex system
1
Cynefin Framework
You are facing a new problem and do not know whether to analyze it, standardize it, or explore it through experiments.
View card →2
3
Several plausible causes
1
2
Influence Diagram
The team needs a stronger solution or point of differentiation but is stuck in obvious approaches.
View card →3
Sensitivity Analysis
You need to diagnose the situation, expand alternatives, or find a stronger solution.
View card →Too many risks
You need to identify which risks truly require action
Refine context →
Step 2 — which context best describes the situation?
Prioritize quickly
1
Probability–Impact Matrix
Risks, assumptions, scenarios, or uncertainty need to be made explicit before action.
View card →2
3
Premortem Analysis
Risks, assumptions, scenarios, or uncertainty need to be made explicit before action.
View card →Need quantitative assessment
1
2
Decision Tree Analysis
You need to diagnose the situation, expand alternatives, or find a stronger solution.
View card →3
Sensitivity Analysis
You need to diagnose the situation, expand alternatives, or find a stronger solution.
View card →Risk in a product decision
1
Value · Usability · Feasibility · Viability
The team makes product decisions but lacks a clear structure for validating customer value and behavior.
View card →2
RAT
The team needs to understand the customer, value, requirements, or product scenario more clearly.
View card →3
Need to choose a strategic position
It is unclear where to play, how to differentiate, and what advantage should drive growth
Refine context →
Step 2 — which context best describes the situation?
Move away from head-on competition
1
Blue Ocean Strategy
The market is crowded and competitors keep improving the same attributes, while growth requires new demand space.
View card →2
Four Actions Framework / ERRC Grid
The team needs to redesign the factors it competes on instead of incrementally improving the current offer.
View card →3
Treacy & Wiersema Value Disciplines
The company tries to excel on every dimension and lacks a clear value proposition discipline.
View card →Make an explicit strategic choice
1
Playing to Win Strategy Cascade
Strategy discussions produce many initiatives but no explicit choice about where to play and how to win.
View card →2
Resource-Based View / RBV
The company knows the market but has not identified which internal resources can sustain an advantage.
View card →3
Core Competence Framework
The organization has many capabilities but lacks clarity on which ones truly differentiate it and can support multiple businesses.
View card →Rebalance the portfolio and growth sources
1
Porter Value Chain Analysis
It is unclear where value is created, where cost accumulates, and where differentiation is possible across the activity system.
View card →2
McKinsey Three Horizons
Short-term execution dominates while medium- and long-term growth options receive inconsistent attention.
View card →3
GE–McKinsey Nine-Box Matrix
The portfolio contains many businesses or initiatives but investment priorities are unclear.
View card →Need to build a technology strategy
Technology changes faster than plans, while investments need to connect to strategy and product
Refine context →
Step 2 — which context best describes the situation?
Understand the technology landscape
1
Wardley Mapping
Technology, user needs, and supply chains are evolving, while the strategic landscape remains hard to see.
View card →2
Technology S-Curve
A technology is improving, but the team does not know whether to invest, optimize, or prepare for replacement.
View card →3
Technology Readiness Levels
A promising technology exists, but its maturity and readiness for operational use are unclear.
View card →Plan technology development
1
Technology Roadmapping / T-Plan
Technology investments are disconnected from market, product, and business timelines.
View card →2
3
Dynamic Capabilities
The organization has valuable capabilities but struggles to adapt them as markets and technologies change.
View card →Rebuild the business around technology
1
Platform Strategy
The business wants to create or scale a multi-sided ecosystem rather than a linear product.
View card →2
Lean Canvas
A new business idea contains many assumptions but has not yet earned a detailed business plan.
View card →3
Four Fits Framework
A product may work in isolation but growth is weak because market, product, channel, and model do not fit together.
View card →Need continuous product discovery
The team moves to solutions too quickly and rarely validates real customer problems
Refine context →
Step 2 — which context best describes the situation?
Make discovery continuous
1
Continuous Discovery Habits
Discovery happens occasionally, so teams make important product decisions without regular customer evidence.
View card →2
Opportunity Solution Tree
Teams jump from outcomes to favorite solutions without mapping customer opportunities first.
View card →3
Product Kata
Product improvement lacks a disciplined learning rhythm tied to measurable outcomes.
View card →Quickly test a complex idea
1
Design Sprint
A complex idea needs fast validation before a long development cycle begins.
View card →2
Assumption Testing Matrix
A product idea contains many assumptions, but the team does not know which one should be tested first.
View card →3
PRFAQ / Working Backwards
The team can describe a feature but cannot clearly explain why a customer should care before building it.
View card →Combine discovery and delivery
1
Dual Track Agile / Discovery & Delivery
Discovery and delivery compete for attention, causing either weak learning or slow execution.
View card →2
Now–Next–Later Roadmap
Roadmaps become false promises because exact dates and distant feature lists imply too much certainty.
View card →3
Shape Up
Teams carry oversized backlogs and open-ended projects that expand without clear boundaries.
View card →Need to find and prove Product-Market Fit
You have a product and users, but it is unclear whether a strong market and growth mechanism have truly been found
Refine context →
Step 2 — which context best describes the situation?
Test the strength of Product-Market Fit
1
Sean Ellis Product-Market Fit Test
The product has users, but the strength of Product-Market Fit is still uncertain.
View card →2
Product-Market Fit Framework
There is evidence of usage, but the team lacks a coherent view of whether a strong market fit has been achieved.
View card →3
North Star Framework
The product tracks many metrics but lacks one measure that reflects the value customers receive.
View card →Find the growth bottleneck
1
AARRR Pirate Metrics
Growth is discussed as one number, making it hard to see where users drop out of the journey.
View card →2
Product-Led Growth
Growth depends too heavily on sales or marketing instead of value experienced inside the product.
View card →3
Four Fits Framework
A product may work in isolation but growth is weak because market, product, channel, and model do not fit together.
View card →Test the business model before scaling
1
Lean Canvas
A new business idea contains many assumptions but has not yet earned a detailed business plan.
View card →2
PRFAQ / Working Backwards
The team can describe a feature but cannot clearly explain why a customer should care before building it.
View card →3
Blue Ocean Strategy
The market is crowded and competitors keep improving the same attributes, while growth requires new demand space.
View card →The team is not reaching its potential
People are capable but stay silent about problems, wait for decisions from above, or lose motivation
Refine context →
Step 2 — which context best describes the situation?
People are afraid to speak up or make mistakes
1
Psychological Safety
People avoid speaking up about problems, questions, or mistakes even when the team needs that information.
View card →2
SCARF Model
A change or management interaction triggers defensiveness, status concerns, or loss of control.
View card →3
Hackman Team Effectiveness Model
The team has capable people but still underperforms because the surrounding team system is weak.
View card →Need to change leadership style
1
Transformational Leadership
The organization needs more than task management; people need meaning, energy, and commitment to a larger change.
View card →2
Servant Leadership
Leadership has become a bottleneck because decisions and support flow primarily from the manager.
View card →3
Vroom–Yetton–Jago Decision Model
A leader must decide how much team participation is appropriate for an important decision.
View card →Develop leaders and autonomy
1
Leadership Pipeline
A strong manager is promoted but continues working at the previous leadership level.
View card →2
GROW Coaching Model
A manager wants to help someone think and act independently rather than give the answer.
View card →3
Self-Determination Theory
External incentives are not producing sustainable motivation or ownership.
View card →The change is stuck
Everyone agrees change is necessary, but the new behavior is not becoming the norm
Refine context →
Step 2 — which context best describes the situation?
Understand the source of resistance
1
Lewin Force Field Analysis
A planned change has both supporters and blockers, but the balance of forces is not explicit.
View card →2
Change Equation
Everyone agrees change is needed, yet the organization still does not move.
View card →3
Immunity to Change
A person genuinely wants to change but repeatedly behaves in ways that protect the status quo.
View card →The change affects the whole organization
1
McKinsey Influence Model
The organization communicates change but behavior does not shift consistently.
View card →2
Burke–Litwin Model
A transformation has many interacting symptoms and it is unclear what is driving performance.
View card →3
Nadler–Tushman Congruence Model
A change improves one part of the organization but creates misalignment elsewhere.
View card →Intention does not become action
1
WOOP / Mental Contrasting with Implementation Intentions
Good intentions repeatedly fail to turn into action when obstacles appear.
View card →2
Awareness · Desire · Knowledge · Ability · Reinforcement
The change has been announced, but people continue working the old way.
View card →3
SCARF Model
A change or management interaction triggers defensiveness, status concerns, or loss of control.
View card →A complex problem keeps coming back
Local fixes help briefly, while the underlying cause appears systemic
Refine context →
Step 2 — which context best describes the situation?
See the system, not isolated events
1
Systems Thinking Iceberg Model
The team reacts to events but does not see the patterns, structures, and mental models underneath them.
View card →2
Causal Loop Diagram
Local fixes keep producing unexpected consequences because feedback relationships are not visible.
View card →3
Cynefin Framework
You are facing a new problem and do not know whether to analyze it, standardize it, or explore it through experiments.
View card →Engage a group in solving it
1
Liberating Structures: 1-2-4-All
Group discussions are dominated by a few voices while quieter participants contribute less.
View card →2
Brainwriting 6-3-5
Brainstorming is constrained by group pressure, hierarchy, or the first ideas voiced aloud.
View card →3
World Café
A large group needs to explore a complex topic and combine perspectives across conversations.
View card →Choose an option quickly after discussion
1
Dot Voting
A group has generated options and needs a fast, visible way to sense collective preference.
View card →2
Decision Tree Analysis
You need to diagnose the situation, expand alternatives, or find a stronger solution.
View card →3
Reach · Impact · Confidence · Effort
There are more ideas than resources, so you need a transparent way to decide what comes first.
View card →Quality and flow are unstable
Defects recur, the process contains waste, and projects regularly slip
Refine context →
Step 2 — which context best describes the situation?
Reduce defect risk
1
Failure Mode and Effects Analysis
Potential failures are discovered too late, after defects or incidents have already occurred.
View card →2
Poka-Yoke
Recurring human errors continue to create defects despite reminders and training.
View card →3
8D Problem Solving
A serious defect keeps recurring and requires cross-functional containment and root-cause removal.
View card →Improve the process systematically
1
DMAIC
A process problem is persistent and needs a disciplined, data-driven improvement approach.
View card →2
5S
The workplace or digital environment creates friction, searching, inconsistency, and avoidable waste.
View card →3
Seven Wastes of Lean
The process contains activity that consumes time or resources without creating customer value.
View card →The project is always late
1
Critical Path Method / CPM
A project has many dependencies and it is unclear which tasks directly determine the finish date.
View card →2
Critical Chain Project Management / CCPM
Projects slip because shared resources and task variability create hidden queues and multitasking.
View card →3
Program Evaluation and Review Technique
You need a more predictable way to plan, estimate, deliver, or control work.
View card →A difficult negotiation is coming
The cost of a mistake is high, positions differ, and the relationship needs to be preserved
Refine context →
Step 2 — which context best describes the situation?
Prepare the deal boundaries
1
BATNA, WATNA and ZOPA
The stakes are high and the team does not know its walk-away point or the real negotiation zone.
View card →2
Principled Negotiation / Harvard Method
Negotiations have turned into positional bargaining and are damaging the relationship.
View card →3
Stakeholder Analysis
Expectations, communication, influence, or stakeholder alignment need to be managed more deliberately.
View card →A large group is involved
1
World Café
A large group needs to explore a complex topic and combine perspectives across conversations.
View card →2
Liberating Structures: 1-2-4-All
Group discussions are dominated by a few voices while quieter participants contribute less.
View card →3
Principled Negotiation / Harvard Method
Negotiations have turned into positional bargaining and are damaging the relationship.
View card →Choose an offer after discussion
1
Dot Voting
A group has generated options and needs a fast, visible way to sense collective preference.
View card →2
BATNA, WATNA and ZOPA
The stakes are high and the team does not know its walk-away point or the real negotiation zone.
View card →3
Vroom–Yetton–Jago Decision Model
A leader must decide how much team participation is appropriate for an important decision.
View card →