StrategyMatrix / portfolioAnsoff’s matrix and product market gridHow can ansoff’s matrix and product market grid support strategic choice or positioning?The appropriate route to corporate growth depends on the risk the organisation can accept, its current portfolio of products and markets, and whether it intends to build around existing or new offers and customers. Systematic planning begins with a clear view of the distance between today’s position and the desired future one. The product/market grid and the later Ansoff cube help managers describe that gap and identify possible growth directions.
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StrategyMatrix / portfolioAnsoff’s matrix and product market gridHow can ansoff’s matrix and product market grid support strategic choice or positioning?The appropriate route to corporate growth depends on the risk the organisation can accept, its current portfolio of products and markets, and whether it intends to build around existing or new offers and customers. Systematic planning begins with a clear view of the distance between today’s position and the desired future one. The product/market grid and the later Ansoff cube help managers describe that gap and identify possible growth directions.
StrategyTemplate / formQuarterly business reviewHow should a team connect past outcomes, current metrics, next priorities, risks, and leadership asks?
StrategyFramework / modelCreating value from mergers, acquisitions and alliancesHow can creating value from mergers, acquisitions and alliances support strategic choice or positioning?Use this assessment for every proposed merger, acquisition or alliance, from initial rationale through valuation and integration planning.
StrategyTemplate / formProduct strategy one-pagerWhich product strategy choices should guide priorities, trade-offs, and near-term moves?
StrategyFramework / modelSWOT analysisHow can swot analysis support strategic choice or positioning?Use SWOT to connect internal resources and capabilities with the competitive conditions around the organisation. It can support the development and selection of strategy, or any other decision for which the objective and scope have first been defined clearly.
StrategyTemplate / formCustomer-facing roadmap strategyWhat should a public or customer-facing roadmap communicate, to whom, and with what confidence?
StrategyTemplate / formDecision memoHow can a consequential decision be framed, compared, authorized, and recorded?
StrategyKPI / metricStrategic dialogueHow should strategic dialogue be measured and interpreted?Use strategic dialogue when an organisation must make and implement choices across functions, or when success depends on knowledge and commitment held by partners and stakeholders. It is particularly useful where analysis alone will not create shared understanding, yet leaders still need a disciplined path from exploration to decision and delivery.
StrategyFramework / modelGap analysisHow can gap analysis support strategic choice or positioning?To identify and improve an important area of underperformance.
StrategyFramework / modelRating competitive positionHow can rating competitive position support strategic choice or positioning?Use it after identifying customer purchasing criteria and deriving the key success factors for a defined market.
StrategyTemplate / formCustomer problem recordWhat makes a customer problem sufficiently clear and evidenced for prioritization?
StrategyTemplate / formBlockchain technology (Tapscott)How can blockchain technology (tapscott) support strategic choice or positioning?When several parties need a shared record, have limited trust in one another and cannot rely efficiently on a single intermediary—but only after comparing blockchain with a conventional database.
StrategyProcess / methodProduct life cycleHow can product life cycle support strategic choice or positioning?Develop a long term product and portfolio strategy.
StrategyTemplate / formProduct strategy quality checklistDoes a product strategy make differentiated, evidence-backed choices rather than describe a vision or plan?
StrategyTemplate / formMarket-needs assessmentWhich segments and unmet needs create the most attractive strategic opportunity?
StrategyKPI / metricBlue ocean strategy (Kim and Mauborgne)How should blue ocean strategy (kim and mauborgne) be measured and interpreted?Use the approach when a red ocean position offers limited prospects for profitable growth. In their twenty fifteen work on “red ocean traps,” Kim and Mauborgne identified six mental models that obstruct market creation:
StrategyTemplate / formOKR planning worksheetHow can a team turn strategic outcomes into a small set of measurable objectives and key results?
StrategyTemplate / formSurvey results readoutHow should survey results distinguish evidence, interpretation, limitations, and action?
StrategyTemplate / formFeedback theme synthesisHow can many feedback examples become a decision-ready problem narrative?
StrategyTemplate / formTop customer asks reviewHow should leaders review the most consequential customer problems and decide next actions?
StrategyTemplate / formRoadmap item cardWhat minimum context makes a roadmap item strategically useful?
StrategyTemplate / formCounterweight metric checklistWhat unintended harm could improve while a primary metric appears successful?
StrategyTemplate / formAssumption logWhich beliefs underpin a plan, how will they be tested, and what happens if they fail?
StrategyKPI / metricBalancing stakeholder interests (corporate social responsibility)How should balancing stakeholder interests (corporate social responsibility) be measured and interpreted?Whenever strategic choices create different consequences for the groups on which the business depends.
StrategyTemplate / formStrategic choices and trade-offs canvasWhat will the product do—and deliberately not do—to create advantage?
StrategyTemplate / formProduct charterWhat enduring customer and business purpose should guide a product area?
StrategyMatrix / portfolioBoston Consulting Group (BCG) matrixHow can boston consulting group (bcg) matrix support strategic choice or positioning?To review and plan a portfolio of products, brands or SBUs.
StrategyFramework / modelFast second (Markides)How can fast second (markides) support strategic choice or positioning?Consider a fast second strategy when:
StrategyTemplate / formStrategy review agendaHow should leaders review evidence, choices, progress, and changed assumptions?
StrategyKPI / metricThree generic strategies (Porter) and the fatal bias (Goddard)How should three generic strategies (porter) and the fatal bias (goddard) be measured and interpreted?Use this framework when defining or reviewing a business level strategy, testing whether a value proposition has a credible economic basis, or diagnosing a company whose initiatives pull in conflicting directions. It is particularly useful when:
StrategyFramework / modelAssessing customer purchasing criteriaHow can assessing customer purchasing criteria support strategic choice or positioning?Whenever a strategy, proposition or competitive assessment must begin with evidence about what customers value.
StrategyKPI / metricStrategic repositioning and shaping profit growth optionsHow should strategic repositioning and shaping profit growth options be measured and interpreted?Use it whenever strategic direction must be translated into specific choices about where and how profit will grow.
StrategyFramework / modelStructured interviewingHow can structured interviewing support strategic choice or positioning?Use structured interviews in most strategy development processes unless a recent, relevant customer study already answers the questions. Do not burden customers by repeating research without a decision need.
StrategyFramework / modelOutsourcingHow can outsourcing support strategic choice or positioning?Consider outsourcing when an external provider may lower unit costs, raise service standards, supply scarce expertise, accelerate access to technology or release internal attention for strategically distinctive work. Use expanded throughout the 2000s and 2010s, including in government, but prevalence is not evidence that it suits a particular activity.
StrategyFramework / modelSizing the market and marketcraftingHow can sizing the market and marketcrafting support strategic choice or positioning?Use marketcrafting or another market sizing method when no adequate third party estimate exists and the organisation must construct a market view from primary evidence and informed assumptions.
StrategyKPI / metricMaking the strategic investment decisionHow should making the strategic investment decision be measured and interpreted?Use this approach when you must choose among strategic alternatives with different costs, benefits, timing and risks. Use payback only as a screening method when a full discounted cash flow analysis is disproportionate or unavailable.
StrategyMatrix / portfolioDirectional policy matrixHow can directional policy matrix support strategic choice or positioning?Prioritise segments, business units, brands or new ideas.
StrategyFramework / modelCore competenciesHow can core competencies support strategic choice or positioning?Use the model to identify the capabilities that create customer value and distinguish the organisation from rivals. It supplies an inside out counterpart to Porter’s Five Forces (Competitive analysis: Porter’s five forces model), which begins with the external industry. Core competence analysis asks whether the company can combine learning and technology to create unexpected products more quickly or economically than competitors and thereby support enduring advantage.
StrategyFramework / modelPorter’s five forcesHow can porter’s five forces support strategic choice or positioning?Assess the structural drivers of industry profitability and competitive intensity.
StrategyFramework / modelBusiness as a community (Handy)How can business as a community (handy) support strategic choice or positioning?Use Handy’s perspective when defining corporate purpose, governance, employee voice and the organisation’s responsibilities to society and the environment.
StrategyKPI / metricStrategic due diligence and the market contextual plan reviewHow should strategic due diligence and the market contextual plan review be measured and interpreted?Use strategic due diligence and the Market Contextual Plan Review to refine a strategy or business plan before committing capital. The ambition is a plan robust enough to survive forensic examination by a specialist adviser acting for a demanding investor.
StrategyFramework / modelPESTEL analysisHow can pestel analysis support strategic choice or positioning?Use PESTEL early in strategy development, market entry, scenario planning or risk review when external change may alter an industry.
StrategyFramework / modelCo-opetition (Brandenburger and Nalebuff)How can co-opetition (brandenburger and nalebuff) support strategic choice or positioning?Use co opetition when cooperation with a competitor or adjacent player could create value that neither party can produce alone.
StrategyKPI / metricDeliberate and emergent strategy (Mintzberg)How should deliberate and emergent strategy (mintzberg) be measured and interpreted?Use the distinction when the market is changing faster than the planning cycle, when frontline teams are discovering opportunities that senior leaders did not foresee, or when actual investment and operating decisions no longer match the formal plan. It is also valuable during a strategy review because it separates three questions that are often confused: What did we intend? What did we actually do? What should we now choose to continue?
StrategyFramework / modelProfiling the ideal playerHow can profiling the ideal player support strategic choice or positioning?Use it after selecting priority product–market segments and before assessing the organisation’s capability gaps.
StrategyKPI / metricProduct recycling rateHow should product recycling rate be measured and interpreted?Use it to answer the key performance question: “To what extent are we minimising the environmental impact of the products we produce or sell?”
StrategyFramework / modelBusiness model canvasHow can business model canvas support strategic choice or positioning?Use the canvas when a group needs to understand how a business works as a whole rather than discuss products, customers, operations and economics in isolation. It is particularly useful for:
StrategyFramework / modelRoad-mappingHow can road-mapping support strategic choice or positioning?Use product–technology road mapping when future customer needs and technical choices must be aligned across functions or organisations. It is particularly valuable in technology intensive settings with long development lead times, interdependent platforms or shortening product life cycles.