Modes:
8 Planning
16 Evaluation
2 Ideation
Featured — 6 Methods
Big-Picture Thinking
Local optimisation obscures systemic consequences. General systems theory and Peter Senge’s systems …
CATWOE
Not the stated process, but the interaction of customers, actors, transformation, worldview, owners …
Challenge Driven Innovation
Bounded challenges widen the solution pool. The approach draws on open-innovation theory: tightly sc…
Customer Match Canvas
Not the elegance of a value proposition, but verified alignment between customer tasks, acute frustr…
Lean Canvas
Not the completeness of a business model determines viability, but whether its riskiest assumptions …
SWOT Analysis
Strategy starts with disciplined diagnosis. Albert Humphrey’s Stanford Research Institute work links…
All Methods — 20 more
Appreciative Inquiry
[ Planning ]Not deficits determine how an organisation develops, but the questions it repeat…
Business Strategy Canvas
[ Evaluation ]A list of activities is not coherence; leverage lies in testing whether value pr…
Competitive Analysis
[ Planning ]Counting rivals is not strategy; leverage comes from comparing direct and indire…
Decision Matrix
[ Evaluation ]Separate weighting from option scoring. Rooted in Keeney and Raiffa’s 1976 multi…
Delphi Method
[ Evaluation ]Consensus can mask authority and herd effects; the Delphi method elicits expert …
Dynamic Judgment
[ Evaluation ]Not the accumulation of evidence determines a sound decision, but the discipline…
Effectuation
[ Planning ]Start with means, not forecasts. Saras Sarasvathy’s 2001 University of Virginia …
Feature-Satisfaction Analysis
[ Evaluation ]Monotonic satisfaction models mislead: Noriaki Kano’s Feature-Satisfaction Analy…
Feedback Grid
[ Evaluation ]Not feedback volume, but disciplined categorisation determines its usefulness: t…
Force Field Analysis
[ Evaluation ]Reduce resistance by easing constraints. Lewin’s quasi-stationary equilibrium mo…
Future Perfect
[ Ideation ]Linear trend extrapolation preserves legacy assumptions; Future Perfect begins w…
Pareto Analysis
[ Evaluation ]A few causes drive disproportionate impact. Vilfredo Pareto described skewed inc…
PESTEL Analysis
[ Evaluation ]Trend lists capture symptoms; PESTEL Analysis divides the macro-environment into…
Porter's Five Forces
[ Evaluation ]Not market size, but the balance of rivalry, supplier and buyer power, and threa…
Risk Matrix
[ Evaluation ]Make operational risks comparable. MIL-STD-882 and ISO 31000 codify mapping stoc…
Scenario Planning
[ Ideation ]Deterministic forecasts offer false certainty; scenario planning, pioneered by H…
Stakeholder Analysis
[ Planning ]Not formal authority, but the balance of power and interest determines engagemen…
Trend Analysis
[ Planning ]Visible hype is not the signal; structural shifts across technology, society, re…
Value Engineering
[ Evaluation ]Not physical form but the ratio of function to cost determines value (Value = Fu…
VRIO Framework
[ Evaluation ]Resources do not automatically confer advantage. Jay Barney’s VRIO framework (19…