https://roadmap.one/tags/strategy-frameworks/ Recent content in Strategy Frameworks on RoadmapOne Hugo en-GB Tue, 21 Apr 2026 00:00:00 +0000 https://roadmap.one/blog/posts/blog46-strategy-for-product-leaders/ Mon, 20 Apr 2026 00:00:00 +0000 https://roadmap.one/blog/posts/blog46-strategy-for-product-leaders/ The eight strategy frameworks every product leader should know in 2026—Playing to Win, 7 Powers, Good Strategy Bad Strategy, Wardley Maps, Blue Ocean, Porter’s Five Forces, Porter’s Generic Strategies, and SWOT. Each is a thinking scaffold that forces a specific conversation. Together they are the toolkit for strategy that survives AI-era disruption and actually connects to the roadmap. https://roadmap.one/blog/posts/blog46-2-seven-powers/ Mon, 20 Apr 2026 00:00:00 +0000 https://roadmap.one/blog/posts/blog46-2-seven-powers/ Hamilton Helmer’s 7 Powers is the rigorous definition of what actually makes a moat durable. In 2026, AI rewrites which Powers strengthen and which erode — and product leaders need a sharper view of which Power each squad is building. https://roadmap.one/blog/posts/blog46-5-blue-ocean-strategy/ Mon, 20 Apr 2026 00:00:00 +0000 https://roadmap.one/blog/posts/blog46-5-blue-ocean-strategy/ Blue Ocean Strategy’s value innovation canvas taught a generation of strategists to find uncontested market space through feature differentiation. In 2026, features are cloned in weeks and red oceans get redder faster. The surviving blue oceans are about channel, segment, and workflow — not features. https://roadmap.one/blog/posts/blog46-3-good-strategy-bad-strategy/ Mon, 20 Apr 2026 00:00:00 +0000 https://roadmap.one/blog/posts/blog46-3-good-strategy-bad-strategy/ Richard Rumelt’s Good Strategy Bad Strategy offers a three-part kernel—diagnosis, guiding policy, coherent action—and a practical test for separating strategy from fluff. Apply it to your product roadmap before writing the business case. https://roadmap.one/blog/posts/blog46-1-playing-to-win/ Mon, 20 Apr 2026 00:00:00 +0000 https://roadmap.one/blog/posts/blog46-1-playing-to-win/ Roger Martin’s Playing to Win is a thinking scaffold, not a template. Use the five-question strategy cascade to force honest strategic answers—and to structure the business case no product should go on the roadmap without. https://roadmap.one/blog/posts/blog46-6-porters-five-forces/ Mon, 20 Apr 2026 00:00:00 +0000 https://roadmap.one/blog/posts/blog46-6-porters-five-forces/ Porter’s Five Forces remains the right scaffold for diagnosing industry structure, but three of the five forces have structurally changed in the AI era. Threat of new entrants is effectively infinite, substitutes appear faster, and rivalry intensifies on one side. Two forces still work fine. https://roadmap.one/blog/posts/blog46-7-porters-generic-strategies/ Mon, 20 Apr 2026 00:00:00 +0000 https://roadmap.one/blog/posts/blog46-7-porters-generic-strategies/ Porter gave us three generic strategies: cost leadership, differentiation, focus. In 2026, AI has killed cost leadership as a durable moat in software, feature-based differentiation is cloned in weeks, and focus (segment specialisation combined with channel and brand) is the only surviving strategy. This changes everything about capacity allocation. https://roadmap.one/blog/posts/blog46-8-swot-analysis/ Mon, 20 Apr 2026 00:00:00 +0000 https://roadmap.one/blog/posts/blog46-8-swot-analysis/ SWOT analysis has been the default situational-assessment tool for forty years, and in 1997 academics called for its recall. Twenty-nine years on, most organisations still produce the 40-factor, un-prioritised, never-actioned SWOTs the critics warned about. A SWOT isn’t a strategy. Here’s how to use it anyway. https://roadmap.one/blog/posts/blog46-4-wardley-maps/ Mon, 20 Apr 2026 00:00:00 +0000 https://roadmap.one/blog/posts/blog46-4-wardley-maps/ Wardley Maps are the map strategy has been missing. Plot your value chain against the evolution axis—genesis, custom, product, commodity—and you see which components your squads should pioneer, settle, or industrialise. In 2026, AI accelerates every component’s march toward commodity, and the map has to be redrawn more often.