Strategy Frameworks
Use a framework to make assumptions, alternatives, evidence, and trade-offs visible. Select a reference for the decision at hand rather than applying every framework.
| Need |
Load |
| Direction, OKRs, values, or a narrative |
references/strategic-planning.md |
| Industry structure, positioning, or potential advantages |
references/competitive-analysis.md |
| Growth options, maturity states, or market entry |
references/growth-strategy.md |
| Capital choices, acquisitions, or a business portfolio |
references/resource-allocation.md |
| Provenance and catalog boundaries |
references/source-index.md |
Working Method
- State the decision, decision owner, constraints, and evidence available.
- Use the relevant framework to generate questions and options, not a verdict.
- Record assumptions, uncertainties, trade-offs, and conditions that would change the recommendation.
- Pair strategic logic with appropriate financial, customer, technical, legal, or operational analysis.
When Not to Use
- For stakeholder interviews and raw requirement discovery, use
product-discovery.
- For feature prioritization, specifications, and product communications, use
product-methodology.
- For quantitative scenarios, valuation, unit economics, or capital-model calculations, use
financial-modeling.
- For technology adoption posture and architecture governance, use
technology-radar.
Completion
Stop when the artifact names the decision, alternatives, evidence, key assumptions, trade-offs, and next validation or decision step. It should not present a framework classification as a prediction or decision by itself.
1---2name: strategy-frameworks3description: Structure organizational strategy work: strategic direction, competitive and industry analysis, growth options, capital allocation, acquisitions, and portfolio choices. Use when framing consequential choices about where to compete, how to pursue an opportunity, or how to compare strategic options.4license: MIT5---6
7# Strategy Frameworks
8
9Use a framework to make assumptions, alternatives, evidence, and trade-offs visible. Select a reference for the decision at hand rather than applying every framework.
10
11| Need | Load |
12|---|---|
13| Direction, OKRs, values, or a narrative | `references/strategic-planning.md` |
14| Industry structure, positioning, or potential advantages | `references/competitive-analysis.md` |
15| Growth options, maturity states, or market entry | `references/growth-strategy.md` |
16| Capital choices, acquisitions, or a business portfolio | `references/resource-allocation.md` |
17| Provenance and catalog boundaries | `references/source-index.md` |
18
19## Working Method
20
211. State the decision, decision owner, constraints, and evidence available.
222. Use the relevant framework to generate questions and options, not a verdict.
233. Record assumptions, uncertainties, trade-offs, and conditions that would change the recommendation.
244. Pair strategic logic with appropriate financial, customer, technical, legal, or operational analysis.
25
26## When Not to Use
27
28- For stakeholder interviews and raw requirement discovery, use `product-discovery`.
29- For feature prioritization, specifications, and product communications, use `product-methodology`.
30- For quantitative scenarios, valuation, unit economics, or capital-model calculations, use `financial-modeling`.
31- For technology adoption posture and architecture governance, use `technology-radar`.
32
33## Completion
34
35Stop when the artifact names the decision, alternatives, evidence, key assumptions, trade-offs, and next validation or decision step. It should not present a framework classification as a prediction or decision by itself.
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