From method to practical use
Strategy and innovation tool guides
Understand what each tool helps you decide, when to use it, how to run it, what a useful output looks like and where practitioners commonly go wrong. Method guides cite named sources. Product capabilities are labelled clearly.
Connected toolkit
56
public guides across scanning, diagnosis, strategy, sourcing, sustainability, delivery and data utilities.
Showing all 56 guides
Scan & Sense
6 guidesPESTLE Analysis
PESTLE structures external evidence across political, economic, social, technological, legal and environmental forces.
Which changes outside the organisation deserve attention, and what could they mean for strategy?
Trend Explorer
Trend Explorer compares weak signals and trends by domain, impact, maturity and time horizon.
Which changes should be monitored, explored now or converted into a strategic response?
Scenario Planning
Scenario Planning builds several plausible future contexts from important and uncertain drivers.
Which strategy would remain credible across different futures, and which signals would change the choice?
Scenario Analysis
Scenario Analysis tests options, risks, triggers and responses across a set of plausible futures.
Which options are robust, which depend on a scenario and what should be monitored?
Intelligence Needs Register
The register turns strategic uncertainty into owned, decision-critical questions for technology and market intelligence.
What does the organisation need to know, by when and for which decision?
Technology Scouting Modes
Technology Scouting records signals, sources and routes through Mine, Target, Scan and Trawl modes.
How should a technology question be searched, and where should useful evidence go next?
Diagnose & Map
12 guidesSWOT Analysis
SWOT separates internal strengths and weaknesses from external opportunities and threats.
Which internal and external conditions matter enough to shape strategic options?
Five Forces Analysis
Five Forces examines industry structure through rivalry, buyers, suppliers, substitutes and new entrants.
Where is value captured or competed away in the industry, and what position is defensible?
Ecosystem Map
Ecosystem Map visualises actors, relationships, dependencies and flows around an innovation system.
Which actors and relationships shape whether the innovation can succeed?
Stakeholder Map
Stakeholder Map compares actors by influence, interest, impact and engagement need.
Whose interests and influence matter, and how should each actor be involved?
Value Chain Analysis
Value Chain Analysis decomposes primary and support activities that contribute to cost or differentiation.
Which activities create advantage, create cost or need a different operating choice?
Value Mapping
Value Mapping examines value captured, missed, destroyed, absent, surplus and newly possible across stakeholders.
Where does the current model create, lose or destroy value, and which opportunities deserve action?
Growth-Share Matrix
The Growth-Share Matrix compares portfolio units by market growth and relative market share.
Where should a portfolio invest, maintain, harvest, investigate or exit?
Competence Map
Competence Map connects resources, routines, capabilities, competences and customer benefits.
Which organisational abilities matter strategically, how do they create value and where are the gaps?
Competence Defensibility Scoring
Competence Defensibility Scoring tests value, rarity, imitation difficulty and organisational support.
Does a capability create parity, temporary advantage or a defensible basis for advantage?
Capability Analysis
Capability Analysis compares strategic value, current strength, imitability and action need.
Which capabilities should be strengthened, protected, sourced, partnered or monitored?
Customer Journey Map
Customer Journey Map structures stages, touchpoints, goals, emotions, frictions and opportunities.
Where does the customer experience create value or friction, and what should change?
Gap Analysis
Gap Analysis compares current and desired states and turns the difference into owned action.
What must change to move from the current state to a defined target state?
Strategise
13 guidesPerformance Profile
Compare current, required and target product performance with a spider chart and the raw measurements behind it.
Which performance gaps matter before we choose a technology solution?
Linking Grid
Connect market drivers to product functions, and product functions to technology solutions, with positive and negative relationship assessments.
Which functions or technologies contribute to the outcomes we need, and where do they work against them?
Decision Matrix
Compare alternatives against weighted criteria, inspect evidence and record the decision separately from the score.
Which option best fits our agreed criteria, and what would change that choice?
Risk Register
Track causes, consequences, controls, mitigation owners and risk assessments before and after existing controls.
What could undermine the plan, who will act, and when will we review the remaining exposure?
Pre-mortem
Imagine an initiative has failed, surface plausible causes and agree prevention, warning signs and contingencies.
What might we be overlooking before we commit?
TOWS Strategies
TOWS combines SWOT factors to generate strength-opportunity, weakness-opportunity, strength-threat and weakness-threat strategies.
Which strategic moves follow from the most important internal and external factors?
Business Aims
Business Aims makes strategic intent explicit through outcomes, measures, horizons, owners and confidence.
What outcomes should the wider toolkit and roadmap serve?
Generic Strategy Positioning
Generic Strategy Positioning clarifies advantage through cost, differentiation and broad or focused market scope.
What kind of competitive advantage is the organisation choosing, and what trade-offs follow?
Adoption Curve
Adoption Curve maps users, technologies or behaviours across stages of diffusion and adoption.
Which adopter groups or readiness stages should shape timing, evidence and engagement?
Business Model Map
Business Model Map makes the logic of creating, delivering and capturing value visible across nine connected areas.
How is the proposed model supposed to work, and which parts remain uncertain?
Positioning Board
Positioning Board compares target, category, alternatives, differentiators, value, proof and strategic fit.
Which market position should guide product, pricing and go-to-market choices?
Push/Pull Linking Grid
Push/Pull Linking Grid connects technology push with market pull to reveal matches, gaps and actions.
Where do credible technology opportunities meet real demand, and where is one side missing?
Opportunity vs. Feasibility (OxF) Analysis
Opportunity vs. Feasibility (OxF) Analysis compares both dimensions while showing the plausible scoring range for each project.
Which projects should be pursued, investigated further or shelved when the available information is incomplete?
Operations & Sourcing
9 guidesForce Field Analysis
Examine forces supporting and resisting a change, then plan actions to strengthen support or reduce barriers.
What would make the proposed change more achievable?
RACI Matrix
Clarify who does the work, who is accountable, and who needs to be consulted or informed for each task.
Do the people needed to deliver the plan have clear and agreed roles?
Make / Buy / Partner / Build
This tool frames sourcing choices through strategic importance, internal capability and credible alternatives.
Should an activity be retained, developed, bought, partnered or reconsidered?
Product / Market Groups
Product / Market Groups defines the distinct segments in which success must be understood.
Which product-market combinations have meaningfully different success requirements?
Key Success Factors
Key Success Factors captures what determines competitive success in each product-market group.
What must the organisation do especially well to win in the chosen segment?
Activity Inventory
Activity Inventory decomposes work until sourcing and capability choices become meaningful.
Which activities support success factors, and which ones require a sourcing decision?
MvB Scoring Workbench
MvB Scoring Workbench compares in-house and external options using explicit weighted factors.
Which sourcing option is preferred once strategic and operational factors are considered together?
Operations Maturity Ladder
Operations Maturity Ladder compares current and target contributions of operations to strategy.
Is an operational area merely avoiding harm, supporting strategy or shaping advantage?
Pricing Strategy Board
Pricing Strategy Board compares models, metrics, value anchors, evidence, margin and risk.
How should the offer be priced, for whom and on what evidence?
Sustainability
3 guidesDouble Materiality
Double Materiality assesses impact materiality and financial materiality for sustainability matters.
Which sustainability matters require attention because of organisational impacts, financial effects or both?
Sustainability Goal Coverage
Sustainability Goal Coverage tags strategy items against selected goals, including the UN Sustainable Development Goals where relevant.
Where does the strategy claim contribution, carry risk or leave important sustainability goals unaddressed?
Circular Strategy Ladder
Circular Strategy Ladder compares prevention, reduction, reuse, repair, refurbishment, remanufacture, repurposing, recycling and recovery.
Which higher-value circular strategy is feasible for the product, service or activity?
Ideate, Plan & Deliver
5 guidesIdea Cloud
Idea Cloud supports fast idea capture, clustering, sensemaking and selection before deeper analysis.
What patterns and promising options are emerging from a deliberately broad idea set?
Prioritisation
Prioritisation turns candidate items into a structured voting round, visible result set and explicit shortlist.
Which candidates deserve deeper work, promotion or commitment, and how much agreement exists?
Assumption Board
Assumption Board turns uncertain claims into hypotheses, tests, evidence and decisions.
Which assumption creates the greatest risk, what evidence would change confidence and what should happen next?
Roadmap / Impact Grid
Roadmap / Impact Grid creates a layered, time-based strategic narrative across markets, products, technology, capabilities, initiatives and resources.
How can the organisation move from its current position towards its future aspiration, and what must align along the way?
Sales Funnel
Sales Funnel structures conversion from awareness through qualification, proposal, onboarding and retention.
What must happen at each stage for a target customer to progress, and where is evidence missing?
Utilities
8 guidesWorkspace Outgoing
Share selected items and fields with approved workspaces in the same organisation, while keeping the source workspace private.
What should another team receive, and which context should remain with the source team?
Workspace Incoming
Bring approved content from another workspace into your tools, with reviewed or automatic updates and visible source history.
Which shared evidence should inform our work, and how should we handle later changes?
AI Strategy Agent
AI Strategy Agent proposes, analyses or transforms structured strategy work under human review.
Where can AI reduce analytical effort without hiding evidence, method or accountable human judgement?
AI Extractor
AI Extractor converts documents and notes into structured candidate items for human review.
Which parts of unstructured evidence should become reviewable inputs to a strategy method?
API Connector
API Connector brings external structured data into a strategy flow through explicit field mapping.
Which governed external data should inform the workspace, and how should its fields map into a method?
Table Input
Table Input turns spreadsheets, CSV files and structured notes into mappable strategy items.
How should existing tabular evidence enter the flow without losing field meaning?
Table Output
Table Output provides a structured inspection and export view for connected tool data.
Is the data emitted by a tool complete, understandable and ready for handoff?
QR Participant Input
QR Participant Input collects live workshop contributions through a mobile form and facilitator review queue.
How can broad participation be captured quickly while keeping curation and acceptance controlled?
Need help applying a method?