SWOT Analysis
Maps internal Strengths and Weaknesses against external Opportunities and Threats to force a structured, honest assessment of where you stand before making any strategic move.
Ansoff Matrix
A 2×2 grid mapping four growth strategies across products and markets — Market Penetration, Product Development, Market Development, and Diversification — ranked by risk.
Porter's Five Forces
Assesses industry profit potential through five structural forces: new entrants, supplier power, buyer power, substitutes, and competitive rivalry.
BCG Growth-Share Matrix
Plots products or income streams as Stars, Cash Cows, Question Marks, or Dogs to guide resource allocation decisions across a portfolio.
Value Chain Analysis
Breaks a business into primary and support activities to show where value is created, where costs hide, and which activities deserve your best energy.
PESTLE Analysis
Scans the macro-environment across Political, Economic, Social, Technological, Legal, and Environmental dimensions to surface external forces before they blindside you.
Blue Ocean Strategy
Makes competition irrelevant by creating uncontested market space through simultaneous differentiation and lower cost rather than beating rivals at their own game.
Balanced Scorecard
Tracks business health across Financial, Customer, Internal Process, and Learning and Growth perspectives to stop you measuring only what's easy to count.
Business Model Canvas
A single-page nine-block template mapping how a business creates, delivers, and captures value — fast to fill in, slow to argue with.
Lean Canvas
Adapts the Business Model Canvas for new product launches by centring on Problem, Solution, Key Metrics, and Unfair Advantage.
McKinsey 7S Framework
Shows that organisational effectiveness requires alignment across Strategy, Structure, Systems, Style, Staff, Skills, and Shared Values — change one without the others and things break.
Porter's Generic Strategies
Three competitive positions — Cost Leadership, Differentiation, and Focus — that a business must choose between to avoid being stuck in the middle with no real advantage.
Core Competency
Identifies the unique bundle of skills underlying all your products that competitors can't easily copy — and argues that everything you build should strengthen it, not dilute it.
Scenario Planning
Builds three to four plausible futures and stress-tests current strategy against each, revealing which actions hold up regardless of which scenario materialises.
OKRs (Objectives & Key Results)
Pairs an inspirational Objective with measurable Key Results, set quarterly and graded 0–1, so that 0.7 is success and 1.0 means you set the bar too low.
Blue Ocean: Four Actions Framework (ERRC)
Applies four actions — Eliminate, Reduce, Raise, Create — to every competitive factor to build a new value proposition that breaks the cost-differentiation trade-off.
Wardley Mapping
Plots business components by user visibility and evolutionary stage to show what's commoditising, where to invest, and where your competitive advantage will erode next.
Hedgehog Concept
The intersection of what you're deeply passionate about, what you can be best in the world at, and what drives your economic engine — the one thing to build everything around.
Flywheel Effect
Consistent effort on the right strategic drivers compounds into self-reinforcing momentum — slow and discouraging at first, then nearly unstoppable.
Three Horizons of Growth
Manages innovation investment across three simultaneous time frames: current core business, growing medium-term opportunities, and early-stage long-term bets.
Playing to Win Framework
Five cascading strategic choices — winning aspiration, where to play, how to win, required capabilities, and management systems — each constraining and informing the next.