Strategy

Maps value creation and evolution stages so strategic options, levers, and market movements become legible.

Core question: How does user need connect to components, and how evolved are they?

• 1-3 h
• 2-10

Compares jobs, pains, gains, and offering so real fit gaps in the value proposition become visible.

Core question: Which jobs, pains and gains matter to this segment, and how could our offer address them?

• 1-2 h
• 2-8

Arranges business building blocks, assumptions, and hypotheses so model variants become more clearly comparable.

Core question: How does this business model create, deliver and capture value, and which assumption could challenge it first?

• 1-2 h
• 2-8

Compares internal strengths and weaknesses with external opportunities and threats, deriving option paths from it.

Core question: Which internal capabilities and external conditions shape our next strategic decision?

• 30-60 min
• 3-12

Shows relationships between business contexts and makes integration patterns, dependencies, and friction points visible.

Core question: Which models apply where, and how do contexts influence one another when collaborating?

• 1-3 h
• 2-8

Converts goals into actors, behavior changes, and delivery options, showing which steps have leverage.

Core question: Why does the goal matter, who can influence it, how should behavior change and what could support it?

• 45-90 min
• 3-8

Develops scenarios around critical uncertainties and tests which options stay robust even under change.

Core question: Which choices remain useful across plausible futures, and what signals should trigger adaptation?

• 0.5-2 Tage
• 4-12

Compares target and actual state, exposes gaps, and derives prioritized measures with clear risks.

Core question: Which evidence-based gap blocks the target, and what action could close it measurably?

• 1-3 h
• 2-8

Links perspectives, metrics, and initiatives into a scorecard that makes strategy traceable in daily work.

Core question: How does our strategy create intended financial or stakeholder value through capabilities, processes and customer outcomes?

• Halber Tag bis mehrere Wochen
• 4-12

Shapes vision, mission, goals, and strategies into a guiding logic that ties priorities and direction together.

Core question: How do our chosen strategies lead through verifiable goals to mission and vision?

• 2-4 h
• 3-12

Bundles expert estimates across rounds until ranges, consensus, and assumptions become solid enough.

Core question: What share of our customers will require digital evidence by the end of 2028?

• 1-4 Wochen
• 6-30 Experten

Pits driving and restraining forces against each other to deliberately derive change levers and interventions.

Core question: Which driving and restraining forces sustain the current state, and where can a responsible intervention work?

• 45-90 min
• 3-12

Clarifies starting point, opportunities, and strategic options by defining the scope and market, gathering factors by category, and formulating strategic questions.

Core question: Which external forces will change our decision space most within the chosen horizon?

• 1-3 h
• 2-10

Clarifies starting point, opportunities, and strategic options by defining the industry scope, analyzing the five forces, and formulating strategic options.

Core question: Which industry forces determine profitability, and where can we position effectively?

• 1-3 h
• 2-8

Clarifies starting point, opportunities, and strategic options by defining the competitive factors, drawing the current value curve, and testing a new value curve.

Core question: Which factors should we eliminate, reduce, raise or create to produce a distinctly different value curve?

• 2-4 h
• 3-10

Clarifies starting point, opportunities, and strategic options by framing the scope and target state, capturing the seven elements, and deriving change actions.

Core question: Which inconsistencies among the seven elements prevent the intended outcome?

• 2-4 h
• 3-12

Clarifies starting point, opportunities, and strategic options by defining products and markets, collecting growth options, and choosing focus options.

Core question: Which product-market direction offers viable growth with explicit risk and suitable capabilities?

• 45-90 min
• 2-8

Clarifies connections, patterns, and leverage points by articulating long-term impact, working backward from outcomes, and defining measurement points and risks.

Core question: Which changes must occur for our initiative to contribute to the intended impact?

• 2-6 h
• 4-12

Makes goals, concerns, and open gaps visible so clarification steps can be planned deliberately.

Core question: Which statements are shared, where do goals or assumptions diverge, and what clarification follows?

• 1-2 h
• 4-12

Connects observation, orientation, action, and feedback into a fast decision cycle.

Core question: Which action will we test from the current situation, and which feedback starts the next OODA cycle?

• 15-60 min je Zyklus
• 1-8

Derives concrete strategies from SWOT factors, connecting strengths, opportunities, weaknesses, and threats.

Core question: Which strategic options emerge from concrete combinations of internal and external factors?

• 1-2 h
• 3-10

Shapes raw options into comparable descriptions with assumptions and consequences for a real shortlist.

Core question: Which genuinely distinct and feasible courses of action cover the decision space without mixing solutions, objectives, and assumptions?

• 45-120 min
• 3-8

Moves target group, value, goals, and priorities toward a concrete result through "define the top metric", "describe the main driver of the top metric", and "set the review cadence".

Core question: Which changeable drivers explain our outcome, how are they calculated, and which input metrics can teams control?

• 90-180 min initial, dann laufend
• 3-8

Moves target group, value, goals, and priorities toward a concrete result through "name the main metric", "collect possible unintended side effects", and "use counter metrics alongside the main metric in reviews".

Core question: Which material degradation could the target metric hide, and which counter metric stops or qualifies the decision?

• 30-60 min
• 2-6

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 and linkages drive cost or differentiation, and where is change worthwhile?

• Half day
• 3-8

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 fail first under a plausible stressor?

• Half day
• 3-8

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 resource can sustain what advantage, and what organisation is still missing?

• 90-180 min
• 3-6

Moves relationships, patterns, and leverage toward a concrete result through "introduce the twelve leverage points", "collect planned actions", and "formulate a strategy across multiple levers".

Core question: At which place in the system can a small justified change sustainably influence behaviour?

• Half day
• 3-12

Vision, target group, needs, value, and business goals fit onto one board that exposes assumptions for validation.

Core question: What positive change should the product create for whom, and how does it support the business?

• 1-2 h
• 2-8

Structures current business, emerging growth fields, and future options across three horizons so portfolio decisions can balance today, tomorrow, and later.

Core question: How do we allocate attention and resources across current performance, emerging growth, and future options?

• Halbtags-Workshop, dann iterativ
• 3-12

Links data, insights, beliefs, and bets so strategy and product decisions become traceable and reviewable.

Core question: Which bet follows from which belief, and which insight is supported by what data?

• 1-2 h
• 2-8

Structures a situation along Volatility, Uncertainty, Complexity, and Ambiguity to derive matching logics of action.

Core question: Which VUCA dimension shapes the situation, and which response fits the evidenced mechanism?

• 30-90 min
• 1-10