Decision Frameworks

The four-quadrant classic, run so it produces decisions instead of wall art — strengths and weaknesses as claims you can challenge.

Political, Economic, Social, Technological, Legal, Environmental — the external scan, from Aguilar's 1967 ETPS to a working macro-context check.

Industry attractiveness as five competitive pressures — and why the forces interact instead of sitting in five tidy boxes.

Shell's discipline for futures that refuse to pick one path: driving forces, a scenario matrix, and strategies tested against all four corners.

Stars, cash cows, question marks and dogs — the 1970 portfolio logic, what still works, and where the two axes mislead.

Weighing costs against benefits honestly: monetization steps, the judgment calls inside the totals, and the intangibles that break naive CBA.

Decisions, chance nodes and expected values — the business version, not the machine-learning one, with a worked rollback example.

Kaplan & Norton's four perspectives: translating strategy into measures people can act on — without drowning in KPIs.

Strategy, structure, systems, shared values, skills, style, staff — the alignment check for organizations mid-change.

Plan-Do-Check-Act (and why Deming preferred Study): the improvement loop that treats every change as an experiment.

Shell's discipline for futures that refuse to pick one path: driving forces, a scenario matrix, and strategies tested against all four corners.

COSO and ISO 31000 without the compliance fog: risk appetite, a living risk register, and decisions that face their downsides.

De Bono's parallel-thinking protocol for meetings: six modes, one at a time, so critique and creativity stop cancelling each other out.

Say the answer first, then why. A method for structuring an argument so the reader can attack your reasoning on slide one instead of waiting for it.