Agent-Skills.md

Agent Skills: Strategy Frameworks

Reference for strategic frameworks and models used in product, business, and service strategy. Use when evaluating strategic alternatives, designing products or services, analyzing business models, mapping customer experiences, or conducting strategic planning. Includes frameworks for journey mapping, capability analysis, growth strategy, metrics design, opportunity prioritization, and value stream optimization.

UncategorizedID: bbrewington/software-data-and-ai-tools/strategy-frameworks
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Skill Metadata

Name
strategy-frameworks
Description
Reference for strategic frameworks and models used in product, business, and service strategy. Use when evaluating strategic alternatives, designing products or services, analyzing business models, mapping customer experiences, or conducting strategic planning. Includes frameworks for journey mapping, capability analysis, growth strategy, metrics design, opportunity prioritization, and value stream optimization.

Strategy Frameworks

A curated collection of strategic frameworks and models for product strategy, business strategy, and service design consulting.

Last updated: January 2026

How to Use This Skill

Invoke this skill when you need to:

  • Analyze a strategic situation - "Help me analyze the competitive landscape for [product]"
  • Design or improve a product/service - "Create a service blueprint for [process]"
  • Prioritize opportunities - "Help me prioritize these features using RICE scoring"
  • Build a business case - "Size the market for [opportunity]"
  • Plan strategy - "What frameworks should I use to evaluate [decision]?"

The skill will recommend appropriate frameworks and guide you through applying them.

Core Concept

Strategic frameworks provide structured lenses for understanding problems, evaluating alternatives, and designing solutions. Each framework excels at surfacing particular insights - from customer experience gaps to capability requirements to market opportunities. Effective strategy consulting involves selecting the right frameworks for the context and synthesizing insights across multiple models.

Framework Selection Guide

Choose frameworks based on what you need to understand:

| Strategic Question | Recommended Frameworks | Primary Insights | |-------------------|----------------------|------------------| | What do customers experience? | Customer Journey Map, Service Blueprint | Experience gaps, touchpoint quality, emotional arc | | What job is the customer hiring us for? | Jobs-to-be-Done (JTBD) | Functional/emotional/social jobs, hiring criteria | | What must we be capable of? | Capability Tree / Job Tree | Core competencies, solution-agnostic requirements | | What drives growth? | Flywheel, North Star Framework, AARRR Metrics | Reinforcing loops, sustainable growth engines | | How should we grow? | Ansoff Matrix, Blue Ocean Strategy | Market/product expansion paths, uncontested space | | What impacts outcomes? | KPI Tree / Driver Tree, OKR Framework | Measurable levers, cause-effect relationships | | What should we build? | Opportunity-Solution Tree (OST), Kano Model | Prioritized opportunities, feature value classification | | What should we build first? | RICE, ICE, MoSCoW | Scoring-based prioritization, effort vs. impact | | Where is waste and delay? | Value Stream Map, Service Blueprint | Bottlenecks, handoffs, non-value-adding work | | How do we solve this problem? | Design Thinking / Double Diamond | Divergent/convergent exploration, user-centered design | | What do we believe? | Hypothesis Tree / Assumption Mapping | Critical assumptions, learning priorities, risk areas | | What's our timing? | Horizon Model (H1/H2/H3) | Short/mid/long-term balance, innovation portfolio | | What's in our portfolio? | BCG Matrix, GE-McKinsey Matrix | Investment priorities, resource allocation | | What's our position? | Wardley Map, Porter's Five Forces | Evolutionary stage, competitive intensity | | What's our business model? | Business Model Canvas, Value Proposition Canvas | Value creation, delivery, and capture | | What external forces affect us? | PESTLE Analysis, SWOT Analysis | Macro environment, internal/external factors | | How should we sequence? | Customer Maturity Model | Progressive sophistication, market segmentation | | How big is the opportunity? | Market Sizing (TAM/SAM/SOM) | Addressable market, investment justification | | What delights customers? | Kano Model | Table stakes vs. differentiators, satisfaction drivers |

Framework Categories

Detailed framework documentation organized by category:

| Category | Frameworks | File | |----------|------------|------| | Business Model | Business Model Canvas, Value Proposition Canvas | categories/business-model.md | | Capability & Scope | Capability Tree / Job Tree | categories/capability-scope.md | | Competitive & Environmental | Porter's Five Forces, SWOT, PESTLE | categories/competitive-environmental.md | | Customer Experience | Customer Journey Map, Service Blueprint, JTBD | categories/customer-experience.md | | Growth & Strategy | Flywheel, Ansoff Matrix, Blue Ocean, AARRR, North Star | categories/growth-strategy.md | | Learning & Risk | Hypothesis Tree / Assumption Mapping | categories/learning-risk.md | | Market & Segmentation | Customer Maturity Model, Market Sizing | categories/market-segmentation.md | | Metrics & Measurement | KPI Tree, OKR Framework | categories/metrics-measurement.md | | Portfolio & Timing | Horizon Model, BCG Matrix, GE-McKinsey | categories/portfolio-timing.md | | Prioritization | OST, RICE, ICE, MoSCoW, Kano Model | categories/prioritization.md | | Process & Efficiency | Value Stream Map, Design Thinking | categories/process-efficiency.md | | Strategic Positioning | Wardley Map | categories/strategic-positioning.md |

Using Frameworks Together

Strategic insight often emerges from applying multiple frameworks to the same problem. Different frameworks reveal different aspects of the challenge.

Common Framework Combinations

Designing a new service:

  1. JTBD → Understand what job customers are hiring for
  2. Customer Journey Map → Understand current experience
  3. Service Blueprint → Design operational delivery
  4. Capability Tree → Identify required capabilities
  5. Hypothesis Tree → De-risk critical assumptions
  6. OKRs → Define success metrics

Optimizing an existing product:

  1. Value Stream Map → Find bottlenecks and waste
  2. Customer Journey Map → Identify pain points
  3. OST → Connect opportunities to experiments
  4. RICE Scoring → Prioritize improvements objectively
  5. North Star Framework → Align on growth metric

Planning platform strategy:

  1. Wardley Map → Understand evolution and positioning
  2. Capability Tree → Define platform capabilities
  3. Flywheel → Design network effects
  4. Horizon Model → Balance short and long-term
  5. Market Sizing → Size the opportunity
  6. BCG Matrix → Allocate resources across portfolio

Entering new markets:

  1. PESTLE Analysis → Understand macro environment
  2. Porter's Five Forces → Assess industry attractiveness
  3. Market Sizing → Quantify opportunity
  4. JTBD → Understand customer needs
  5. Ansoff Matrix → Choose growth strategy
  6. Hypothesis Tree → Test market assumptions

Designing a new business model:

  1. JTBD → Understand customer jobs
  2. Value Proposition Canvas → Design job-solution fit
  3. Business Model Canvas → Design full business model
  4. Blue Ocean Strategy → Identify differentiation
  5. Flywheel → Design growth engine
  6. Hypothesis Tree → Identify riskiest assumptions

Product discovery and prioritization:

  1. Design Thinking → Explore problem and solution space
  2. OST → Map opportunities to solutions
  3. Kano Model → Classify feature value
  4. RICE Scoring → Prioritize quantitatively
  5. MoSCoW → Scope for release
  6. OKRs → Track outcomes

Strategic planning cycle:

  1. PESTLE → Scan external environment
  2. SWOT → Summarize position
  3. Porter's Five Forces → Assess competitive dynamics
  4. GE-McKinsey Matrix → Evaluate portfolio
  5. Ansoff Matrix → Define growth strategies
  6. Horizon Model → Balance time horizons
  7. OKRs → Set measurable objectives

Multi-Framework Analysis Process

  1. Define the strategic question - What decision or insight is needed?
  2. Select relevant frameworks - Choose 2-4 frameworks that address different angles
  3. Apply each framework independently - Don't let one framework bias another
  4. Look for convergence and divergence - Where do frameworks agree/disagree?
  5. Synthesize insights - What patterns emerge across frameworks?
  6. Identify critical assumptions - What beliefs underpin the analysis?

Evaluating Alternatives

When comparing strategic options, frameworks help structure the analysis:

For each alternative, document:

  • Which frameworks support this approach (and why)
  • What strengths each framework reveals
  • What risks or trade-offs each framework exposes
  • What dependencies or requirements are needed
  • What assumptions must hold true

This creates a more rigorous foundation for decision-making than intuition alone.

References

Detailed methodology documents for each framework are in the references/ folder. See individual category files for links to relevant references.

Sources & Attribution

Framework definitions and strengths adapted from the uploaded image table. Additional methodology content synthesized from standard practice in product strategy and service design consulting.

Key influences:

  • Customer Journey, Service Blueprint - Service design literature (Polaine, Løvlie, Reason)
  • Jobs-to-be-Done - Clayton Christensen, Tony Ulwick (Outcome-Driven Innovation)
  • Business Model Canvas, Value Proposition Canvas - Alexander Osterwalder, Yves Pigneur
  • Capability Tree - Enterprise architecture practice (TOGAF, Zachman)
  • Flywheel - Jim Collins (Good to Great), Amazon growth strategies
  • North Star Framework - Amplitude, Sean Ellis
  • Ansoff Matrix - Igor Ansoff (1957)
  • Blue Ocean Strategy - W. Chan Kim, Renée Mauborgne
  • AARRR Metrics - Dave McClure (500 Startups)
  • OKR Framework - Andy Grove (Intel), John Doerr (Measure What Matters)
  • OST - Teresa Torres, Continuous Discovery Habits
  • RICE Scoring - Intercom product team
  • Kano Model - Noriaki Kano
  • MoSCoW - Dai Clegg (DSDM)
  • Value Stream Map - Lean manufacturing (Womack, Jones), DevOps
  • Design Thinking - IDEO, Stanford d.school; Double Diamond - UK Design Council
  • Hypothesis Tree - Lean Startup (Eric Ries), scientific method
  • Horizon Model - McKinsey Three Horizons: Sharpe, B., et al. 2016. "Three horizons: a pathways practice for transformation." Ecology and Society 21(2):47. http://dx.doi.org/10.5751/ES-08388-210247
  • BCG Matrix - Boston Consulting Group (Bruce Henderson, 1970)
  • GE-McKinsey Matrix - General Electric and McKinsey & Company
  • Wardley Map - Simon Wardley
  • Porter's Five Forces - Michael Porter (1979)
  • SWOT Analysis - Albert Humphrey (Stanford Research Institute, 1960s)
  • PESTLE Analysis - Francis Aguilar (ETPS variant, 1967)
  • Customer Maturity Model - Capability Maturity Model origins (SEI/CMU)
  • Market Sizing - Standard venture capital and consulting practice