strategic-analysis

Assess strategic positioning, competitive dynamics, and explore alternative futures. Move from gut feeling to structured strategic thinking.

Quick Start

1. Identify what strategic question you're trying to answer
2. Select technique based on what kind of analysis you need
3. Work through the framework systematically

Technique Selection

| Need | Use | Why | |------|-----|-----| | Assess current strategic position | SWOT Analysis | Balanced view of internal/external factors | | Understand competitive dynamics | Porter's Five Forces | Maps industry pressure points | | Explore possible futures | Scenario Planning | Prepares for multiple outcomes | | Test assumptions quickly | What-If Analysis | Rapid exploration of variables |

Default: Use SWOT for current state assessment, Scenario Planning for future uncertainty.

Techniques

SWOT Analysis

Structured assessment of Strengths, Weaknesses, Opportunities, and Threats. Internal vs external, positive vs negative.

Read cookbook/swot.md

Porter's Five Forces

Analyze competitive intensity through five structural forces: rivalry, suppliers, buyers, substitutes, new entrants.

Read cookbook/porters-five-forces.md

Scenario Planning

Develop multiple plausible futures and strategies that work across them. Prepare for uncertainty.

Read cookbook/scenario-planning.md

What-If Analysis

Rapidly explore how changes to key variables would affect outcomes. Test sensitivity and assumptions.

Read cookbook/what-if-analysis.md

Core Principles

1. Data over opinion - Ground analysis in evidence where possible
2. Multiple perspectives - One framework rarely captures everything
3. So what? - Always connect analysis to actionable implications
4. Challenge assumptions - The most dangerous assumptions are unstated ones
5. Revisit regularly - Strategic landscape changes; analysis should too

When Strategic Analysis Works Best

• Major decisions with long-term consequences
• Entering new markets or launching new products
• Competitive landscape is shifting
• Need to align stakeholders on strategic direction
• Annual planning and strategy reviews

Common Pitfalls

• Treating SWOT as a checklist, not a thinking tool
• Analyzing in isolation (one framework, no synthesis)
• Confusing current state with desired state
• Over-confidence in single scenarios
• Analysis paralysis - never moving to action