Method Catalog
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288 Methods20 Categories12 Method forms
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288 Methods20 Categories12 Method forms
Favorites are stored locally in the browser and appear through the favorites filter in the catalog.
Moves relationships, patterns, and leverage toward a concrete result through "formulate current observations", "introduce archetype cards", and "discuss leverage and derive actions".
Core question: Which archetype best explains recurring symptoms, and which levers are typical for this archetype?
Moves the current situation, opportunities, and strategic options toward a concrete result through "explain the nine-activity template", "describe primary activities", and "derive levers and weaknesses".
Core question: Which activities in our value creation are competitive advantage today, which cost without differentiation, and where are the strategic levers?
Moves the current situation, opportunities, and strategic options toward a concrete result through "collect resources and capabilities", "answer question V for each resource", and "derive strategic actions".
Core question: Which of our resources are sources of sustainable competitive advantage, and which are only parity or even weakness?
Turns technical problems, hypotheses, and next steps into a tangible result by clarifying the symptom and system boundaries, breaking the fault space into areas, and narrowing the affected area.
Core question: Which system area most likely causes the symptom, and which tests narrow the fault domain further?
Turns technical problems, hypotheses, and next steps into a tangible result by collecting symptoms, formulating hypotheses, and refining them through testing.
Core question: Which hypothesis best explains the symptom, and which test delivers the highest information value?
Moves team boundaries, interfaces, and collaboration toward a concrete result through "prepare a template with the four structures", "place current teams as squads", and "derive actions".
Core question: How is our engineering org actually structured into squads, tribes, chapters and guilds, and where do friction or gaps emerge?
Moves the current situation, opportunities, and strategic options toward a concrete result through "place the Business Model Canvas at the center", "define two to three scenarios", and "derive actions per scenario".
Core question: Which parts of the business model hold up across different scenarios, and which actions should follow from the weak spots?
Moves team boundaries, interfaces, and collaboration toward a concrete result through "explain the scale and categories", "run an anonymous team survey", and "derive and track actions".
Core question: How high is our team's cognitive load in three categories, and which structural measures reduce it?