Frameworks

Named frameworks, filled from your files.

60 frameworks consultants and strategists use, each drawn the way a practitioner draws it. Use one blank for free, where each part asks the question it must answer. Or attach your documents and Claravo fills each part from them, with its source. Where your files say nothing, the part keeps its question rather than a guess.

Strategy

Where to play and how to win.

SWOT analysisStrengths, weaknesses, opportunities and threats, and what follows from them.TOWS matrixTurns a SWOT into strategies by pairing each inside factor with an outside one.Porter's Five ForcesHow attractive an industry is, from the five forces that shape its profits.PESTEL analysisThe political, economic, social, technological, environmental and legal forces around a business.BCG growth-share matrixSorts products or business units by market growth and market share.Ansoff matrixFour routes to growth: existing or new products, in existing or new markets.Porter's generic strategiesCompete on cost or on difference, across a broad market or a narrow one.

McKinsey Seven S framework

Part	What it must answer
Strategy	What is the plan to win?
Structure	How is the organisation divided, and who reports to whom?
Systems	Which processes and tools run the daily work?
Shared values	What does everyone believe the organisation stands for?
Style	How do leaders behave and decide?
Staff	Who works here, and in which roles?
Skills	What is the organisation good at?

McKinsey Seven S frameworkSeven parts of an organisation that must fit together for a strategy to work.GE-McKinsey matrixRanks business units by how attractive their industry is and how strong they are in it.Value chain analysisThe activities that create value for customers, and where cost and advantage sit.VRIO analysisTests whether a resource gives a lasting advantage: valuable, rare, hard to imitate, organised.Four actions frameworkEliminate, reduce, raise and create: reshaping an offer to stand apart.Three horizons of growthBalance the core business today, emerging businesses next, and options for the future.Balanced scorecardMeasures a strategy from four sides: financial, customer, internal processes, learning.Scenario planningFour futures from two uncertain forces, and how the plan holds up in each.

Business Model Canvas

Part	What it must answer
Customer segments	Who are we creating value for?
Value propositions	What problem do we solve for them?
Channels	How do we reach them?
Customer relationships	What relationship does each segment expect?
Revenue streams	What are customers willing to pay for, and how?
Key resources	What assets does the model need?
Key activities	What must we do well?
Key partnerships	Who helps us, and what do they provide?
Cost structure	What are the main costs?

Business Model CanvasNine building blocks of how a business creates, delivers and captures value.

Lean Canvas

Part	What it must answer
Problem	What are the top problems customers have?
Customer segments	Who has these problems, and who are the early adopters?
Unique value proposition	Why is this different and worth paying for?
Solution	What is the simplest thing that solves each problem?
Channels	How will customers find it?
Revenue streams	How will it make money?
Cost structure	What will it cost to run?
Key metrics	Which measures show it is working?
Unfair advantage	What can competitors not easily copy or buy?

Lean CanvasA one-page startup plan: problem, customers, solution, and what makes it work.

Market and customers

Who buys, why, and how to reach them.

Value proposition canvasMatches what customers need with what an offer provides.Competitor profileOne rival at a glance: who they are, what they offer, and where they are strong or weak.Customer journey mapThe stages a customer goes through, and what they need at each one.Empathy mapWhat a customer says, thinks, does and feels.Customer personaA portrait of one kind of customer: who they are, what they want, how they decide.Jobs to be doneThe functional, emotional and social jobs a customer hires a product to do.Marketing mix: the four PsProduct, price, place and promotion: the levers of a marketing plan.

Services marketing mix: the seven Ps

Part	What it must answer
Product	What service do we offer?
Price	How is it priced?
Place	Where is it delivered?
Promotion	How do clients hear of it?
People	Who delivers it, and how are they trained?
Process	How is it delivered, step by step?
Physical evidence	What do clients see that shows its quality?

Services marketing mix: the seven PsThe four Ps plus people, process and physical evidence, for services.Segmentation, targeting and positioningSplit the market, choose who to serve, and decide how to be seen.AIDA modelAttention, interest, desire, action: the steps a message moves a reader through.Market sizing: TAM, SAM and SOMThe total market, the part you can serve, and the share you can win.AARRR pirate metricsAcquisition, activation, retention, referral, revenue: the stages of growth.Golden circle: why, how, whatStart with why the organisation exists, then how it works, then what it offers.

Innovation and product

Ideas, priorities and what to build next.

Design thinkingEmpathise, define, ideate, prototype and test: solving a problem around the people who have it.Double diamondDiscover, define, develop, deliver: widen, narrow, widen, narrow.

SCAMPER

Part	What it must answer
Substitute	What part could we replace?
Combine	What could we join it with?
Adapt	What idea from elsewhere could we borrow?
Modify	What could we make bigger, smaller or different?
Put to another use	Who else could use it, or for what?
Eliminate	What could we remove?
Reverse	What could we do in the opposite order or way?

SCAMPERSeven prompts for new ideas: substitute, combine, adapt, modify, put to another use, eliminate, reverse.Six thinking hatsLook at a question six ways in turn: facts, feelings, caution, benefits, ideas, process.TRIZ contradictionSolve a problem where improving one thing makes another worse, without a compromise.MoSCoW prioritisationMust have, should have, could have, won’t have this time.RICE scoringReach, impact, confidence and effort: a score to rank ideas.Kano modelWhich features customers expect, which they value more of, and which delight them.Now, next, later roadmapA roadmap by priority rather than dates: what is being built now, next and later.Build, measure, learnTest an idea quickly: state the belief, build the smallest test, measure, decide.Opportunity solution treeFrom the outcome wanted, to customer opportunities, to solutions, to experiments.

Decisions and problem solving

Choosing well and finding the cause.

Eisenhower matrixSort tasks by urgent and important: do, schedule, delegate, drop.Impact-effort matrixSort ideas by value and effort: quick wins, big bets, fill-ins, time sinks.Weighted decision matrixCompare options against criteria that are weighted by how much each matters.Cost-benefit analysisWhat a choice costs, what it returns, the risks, and the net result.Five whysAsk why a problem happened, then why that happened, until the root cause appears.Fishbone diagramThe possible causes of a problem, grouped into people, process, equipment, materials, environment, measurement.Gap analysisWhere we are, where we want to be, and how to close the gap.Risk matrixRisks placed by likelihood and impact, with what is done about each.Pre-mortemImagine the project has failed, and work out why before it starts.Force field analysisThe forces pushing a change forward and the forces holding it back.Stakeholder mapStakeholders placed by power and interest, with how to engage each group.Situation, complication, resolutionThe consultant’s storyline: what is true, what changed, and what to do.

Planning, teams and change

Who does what, and how work improves.

RACI matrixWho is responsible, accountable, consulted and informed for each piece of work.Plan, do, check, actThe cycle of continuous improvement: plan a change, try it, check the result, act on it.SIPOCSuppliers, inputs, process, outputs, customers: a process on one page.SMART goalsA goal that is specific, measurable, achievable, relevant and time-bound.Start, stop, continueWhat a team should start doing, stop doing and keep doing.ADKAR change modelAwareness, desire, knowledge, ability, reinforcement: what each person needs for a change to stick.Objective and key resultsOne objective and the measurable results that show it was reached.