Use a framework to make assumptions, alternatives, evidence, and trade-offs visible. Select a reference for the decision at hand rather than applying every framework.
| Need | Load |
|---|---|
| Direction, OKRs, values, or a narrative | references/strategic-planning.md |
| Industry structure, positioning, or potential advantages | references/competitive-analysis.md |
| Growth options, maturity states, or market entry | references/growth-strategy.md |
| Capital choices, acquisitions, or a business portfolio | references/resource-allocation.md |
| Provenance and catalog boundaries | references/source-index.md |
Working Method
- State the decision, decision owner, constraints, and evidence available.
- Use the relevant framework to generate questions and options, not a verdict.
- Record assumptions, uncertainties, trade-offs, and conditions that would change the recommendation.
- Pair strategic logic with appropriate financial, customer, technical, legal, or operational analysis.
When Not to Use
- For stakeholder interviews and raw requirement discovery, use
product-discovery. - For feature prioritization, specifications, and product communications, use
product-methodology. - For quantitative scenarios, valuation, unit economics, or capital-model calculations, use
financial-modeling. - For technology adoption posture and architecture governance, use
technology-radar.
Completion
Stop when the artifact names the decision, alternatives, evidence, key assumptions, trade-offs, and next validation or decision step. It should not present a framework classification as a prediction or decision by itself.