Business tools, built for application
Compare purpose, evidence needs, limitations and outputs—not just definitions.
66 tools
More filters will use the same metadata modelSWOT Analysis
Build an evidence-based SWOT analysis with a filled example, turn strengths and weaknesses into TOWS options, and assign actions and review dates.
PESTLE Analysis
Scan six macro-environment forces and translate external change into strategic implications and monitoring actions.
Porter’s Five Forces
Assess how industry structure distributes value among rivals, buyers, suppliers, substitutes and potential entrants.
Ansoff Matrix
Compare penetration, market development, product development and diversification with examples, capability gaps and a test for each growth option.
BCG Matrix
Calculate relative market share, classify a product portfolio and use a worked BCG matrix example to challenge investment assumptions.
Scenario Planning
Explore several plausible futures so today’s strategy is tested against uncertainty rather than one forecast.
Root Cause Analysis
Investigate what happened, why it happened and which system changes can prevent recurrence.
5 Whys
Follow a focused causal chain by repeatedly asking why, then verify the explanation with evidence.
Ishikawa Diagram
Organise a team’s possible causes around a clearly defined effect, then turn branches into evidence tests.
Pareto Analysis
Rank measured categories by contribution so improvement starts where it can have the greatest effect.
Design Thinking
Turn uncertain human needs into testable solution concepts through research, framing, ideation and prototypes.
Business Model Canvas
Map how an organisation creates, delivers and captures value, then turn weak links into testable business hypotheses.
Jobs to Be Done
Explain why people change behaviour by studying the progress they seek in specific circumstances.
Customer Journey Mapping
Visualise an evidence-backed customer experience across stages, touchpoints and organisational boundaries.
Objectives and Key Results
Focus a team on a small number of meaningful objectives and measurable outcome evidence.
Value Stream Mapping
See how work and information move from demand to customer value, then redesign the whole flow instead of automating isolated tasks.
Theory of Constraints
Improve total system performance by finding the factor that currently limits the goal and organising work around it.
Failure Mode and Effects Analysis
Anticipate how a process, product or AI-enabled workflow could fail, prioritise the risk and strengthen prevention and detection controls.
Mistake Proofing
Design the work so predictable errors are prevented, immediately detected or contained before they cause harm.
PDCA/PDSA Cycle
Turn an improvement idea into a small, evidence-producing test, study the result and decide whether to adapt, adopt or stop.
Kepner-Tregoe Decision Analysis
Choose among alternatives by separating mandatory requirements, weighted objectives and the adverse consequences of each option.
Pairwise Comparison
Rank a manageable set of options by comparing two at a time against one explicit criterion and checking the consistency of the result.
Delphi Method
Structure several anonymous rounds of expert judgement so uncertainty, disagreement and reasons become visible without group-pressure effects.
Vroom-Yetton-Jago Decision Model
Choose an appropriate level of participation by examining decision quality, available information, commitment, conflict and time pressure.
Process Decision Program Chart
Stress-test an implementation plan by anticipating what could disrupt each step and preparing owned countermeasures and triggers.
Lean Management
Improve an end-to-end value stream by reducing delay, waste and overburden while building quality and learning into the work.
5S Workplace Organisation
Organise a physical or digital workplace so required items are easy to find, abnormal conditions are visible and the standard can be sustained.
SCAMPER
Generate varied concepts by applying seven transformation lenses to an existing product, service or process before evaluation.
Decision Matrix
Compare viable alternatives against explicit criteria, weights, evidence and sensitivity tests without treating the total as an automatic decision.
Benchmarking
Compare normalised performance and operating mechanisms with relevant peers or analogues, then adapt what is learned through a local test.
SIPOC
Define a process boundary through its suppliers, inputs, major steps, outputs and customers before detailed mapping or improvement begins.
Kano Model
Classify product or service attributes by how their presence and absence affect satisfaction, then combine that evidence with importance, effort and strategy.
Bow-Tie Analysis
Connect threats to one loss-of-control event and its consequences, then design owned preventive and recovery barriers with evidence of effectiveness.
Stakeholder Mapping
Create a stakeholder map with a power–interest example, keep impact separate from influence, and turn the register into an engagement plan.
RACI Matrix
Clarify who performs, owns, advises on and is informed about defined deliverables or decisions, then test whether those assignments work in practice.
Balanced Scorecard
Translate strategy into a balanced, testable system of objectives, measures, targets and initiatives across linked performance perspectives.
Service Blueprint
Connect customer actions and visible service interactions to backstage work, support systems, evidence and failure points.
Premortem
Assume a planned effort has failed, independently surface plausible causes, then convert the strongest risks into owned tests and protections.
Critical Path Method
Model activity dependencies and durations to calculate the schedule-driving path, float and the effects of delay or compression.
Kanban
Make work and workflow explicit, control work in progress and use flow evidence to improve a service continuously.
ADKAR Change Model
Diagnose the earliest evidence-backed barrier to individual adoption and match support to awareness, desire, knowledge, ability or reinforcement.
Cynefin Framework
Match the decision approach to whether cause and effect are clear, analysable, emergent, disrupted or still confused.
Wardley Mapping
Map user need, dependency and component evolution to expose strategic movement and doctrine questions.
A3 Problem Solving
Build a concise evidence story from the current condition through causal analysis, countermeasures and follow-up.
Theory of Change
Make the causal pathway from activities to outcomes explicit, with assumptions, evidence and alternative explanations.
Causal Loop Diagramming
Map reinforcing and balancing feedback, delays and boundary assumptions to explain dynamic behaviour over time.
Double Diamond
Separate discovery and problem definition from solution exploration and delivery.
Opportunity Solution Tree
Connect an outcome to customer opportunities, competing solutions and assumption tests.
Impact Mapping
Trace a goal through actors and behaviour changes to deliverables worth testing.
DACI Decision Framework
Name the driver, one approver, contributors and informed parties for a consequential decision.
Business Process Model and Notation
Represent process events, activities, decisions and handoffs with a shared notation.
After Action Review
Compare intended and actual results, explain gaps and assign changes for the next cycle.
1-2-4-All
Move from solo thought to pairs, fours and plenary to widen participation before synthesis.
Force Field Analysis
Examine forces supporting and resisting a proposed change before selecting interventions.
EventStorming
Discover a domain process collaboratively by arranging meaningful events in time.
Three Horizons
Discuss the dominant system, emerging experiments and preferred future as competing patterns in the present.
Hoshin Kanri
Connect a few strategic priorities to frontline experiments and regular review.
Assumption Mapping
Prioritise assumptions by importance and strength of evidence before investing in a solution.
Value Proposition Canvas
Compare a specific customer profile with the offer's claimed relief and gains, then test the fit.
Design Sprint
Timebox a difficult product question, build a realistic prototype and learn from users before committing.
RICE Prioritization
Compare proposals using reach, impact, confidence and effort while exposing uncertain estimates.
OODA Loop
Observe, orient, decide and act as a feedback cycle for changing conditions.
Gemba Walk
Follow real work end to end and ask operators what the process actually makes possible.
Standardized Work
Document the best current safe sequence as a baseline that workers can improve.
Fault Tree Analysis
Work backward from an unwanted top event through the combinations of failures that could cause it.
Nominal Group Technique
Generate ideas silently, clarify them in turn and rank them before a group decision.