Strategy
9 validated OpenCM causal models in the strategy domain.
Ansoff Matrix Strategy
Igor Ansoff's Product/Market Expansion Grid for identifying growth opportunities through market penetration, product development, market development, and diversification.
Used for: Choosing a growth strategy in a board-level planning session +3 more
BCG Growth-Share Matrix
Boston Consulting Group model for portfolio management focusing on relative market share and industry growth rate.
Used for: Portfolio review across a multi-business-unit corporation +3 more
Blue Ocean Strategy
Kim and Mauborgne's framework for creating uncontested market space and making competition irrelevant via Value Innovation.
Used for: Identifying uncontested market space in a saturated industry +3 more
Disruptive Innovation
Clayton Christensen's model where a new entrant with simpler/cheaper tech captures the low-end of a market and then moves upmarket to displace incumbents.
Used for: Assessing whether a startup's product threatens incumbents +3 more
Game Theory: Tit-for-Tat Rivalry
Models the causal dynamics of cooperative vs competitive behavior in a repeated game scenario between two rivals.
Used for: Modeling pricing wars between oligopolistic competitors +3 more
PESTLE Macro Analysis
Causal model of the six PESTLE macro-environmental forces (Political, Economic, Social, Technological, Legal, Environmental) driving business environment dynamics.
Used for: Scanning the macro-environment for an annual strategy refresh +3 more
Porter's Five Forces
Michael Porter's framework for analyzing competitive intensity and industry attractiveness through five structural forces.
Used for: Industry attractiveness analysis before market entry +4 more
Porter's Value Chain
Causal model of Porter's Value Chain — how primary and support activities create competitive advantage and firm value.
Used for: Cost-driver analysis across primary and support activities +3 more
SWOT Dynamics
Dynamic causal model of SWOT analysis — how internal strengths/weaknesses interact with external opportunities/threats to drive strategic outcomes.
Used for: Quarterly strategic review for a single product line +3 more