Live framework canvases
Open Strategy → Frameworks to see the company through sixteen connected analyses. Each card opens the actual framework layout. You can inspect an empty canvas before supplying data, then run the analysis to fill it with the company's research and evidence.
Start with the business model
- Research the company in Discovery. Public search results are available to the framework automatically. They remain public claims, not confirmed internal facts.
- Accept useful leadership, customer and employee evidence as the engagement progresses. Frameworks use the relevant evidence buckets and work records automatically.
- Open Business Model Canvas. Read the nine sections and select Run this framework.
- Review the summary, populated sections, input assessments, citations and open questions. Save your own interpretation with Write advisor analysis if needed.
- Open the next available framework, or select Run remaining sequence to run ready analyses in dependency order. The sequence can make up to sixteen paid model calls. It skips current analyses and stops on a failed or uncertain result. Stop after this analysis allows the current call to finish and prevents another call.
The browser must remain open for the sequence to continue. An individual server request saves its result even if you leave the page. Reopen the framework to inspect its history before retrying an uncertain request. This is an on-demand action, not a daily or weekly automation.
Understand the canvas
The opening summary explains the decision-relevant picture. Each finding names its basis:
| Basis | Meaning |
|---|---|
| Reported | A supplied source explicitly reports the point. This does not establish independent verification. |
| Inferred | The model draws a conclusion from the cited evidence. |
| Assumed | The model identifies a proposed assumption which needs a test. |
| Missing | The information is unavailable. It must not be filled with a plausible answer. |
Each finding also has Low, Medium or High confidence and a reason. Missing findings always have Low confidence. Confidence is an assessment, not a probability or a guarantee.
Select a Source link to see its title, version and location. Read used excerpt shows the exact text supplied to that saved analysis, even if the underlying record has since changed. You can also open the current internal record or original public page. A cited upstream framework opens its exact saved canvas version. Historical analyses retain their original citations, and strategy reports can reopen those versions too.
The input panel assesses each named variable as Found, Partial or Missing. Having a source available does not mean that it answers every input question. For example, a website may describe the offer without explaining margins or internal decision rights.
The sixteen outputs
| Framework | What you see | Key input requirement |
|---|---|---|
| Business Model Canvas | Nine connected business model blocks | Offer, customers, delivery and economics |
| Industry Map | Inputs → company → channels → buyers, with rivals and substitutes | A defined industry, region and value chain |
| Five Forces | Rivalry surrounded by entrants, suppliers, buyers and substitutes | Competitive structure within the chosen industry |
| PESTLE | Six external-change categories | Dated events, jurisdiction and company exposure |
| SWOT / TOWS | Four quadrants plus paired strategic options | Internal capability and external conditions |
| VRIO | Resource rows with four explicit tests | Capability proof and comparable competitive evidence |
| Ansoff | Existing/new product and market matrix | The company's current offer and served markets |
| Three Horizons | Core business, emerging growth and future options | Initiatives, capacity, learning goals and decision gates |
| Blue Ocean / ERRC | Eliminate, reduce, raise and create, plus a value-factor comparison | Customer decision factors and comparable offers |
| Jobs to Be Done | Situation, progress, workaround, forces and success | Specific buying or use episodes |
| Value Proposition Canvas | Customer profile and value map | Customer jobs, pains, gains and offer proof |
| Kano | Feature rows with category, sample, conflict and next question | Paired presence/absence research; otherwise features remain unclassified |
| McKinsey 7-S | Seven interrelated organizational elements | Leadership and employee accounts of how the business works |
| Balanced Scorecard | Financial, customer, process and capability perspectives | KPI formulas, sources, populations, windows, baselines and targets |
| Theory of Constraints | System output, suspected limit, alternatives and test | Demand, completed output, queues, waits and rework |
| RACI | Work rows with responsible, accountable, consulted and informed roles | Named people and supported responsibility or authority |
Five Forces addresses industry competition. PESTLE addresses broader external changes. The constraint analysis addresses the factor that may limit the company's total output. These should not be treated as interchangeable labels.
Dependencies and changes
The canonical registry defines the execution order. A framework waits until all of its direct upstream analyses are current. A completed, reviewed advisor analysis can also satisfy a prerequisite. An unfinished or stale manual analysis cannot.
Direct upstream artifacts are passed in full. Other current framework summaries provide orientation only; they are not independent evidence. The server binds each run to the exact source versions, hashes, prompt version and upstream run IDs. A source change, withdrawal or upstream rerun marks affected downstream analyses stale recursively. The old versions remain available for comparison; they do not silently become current again.
The Theory of Constraints analysis joins eight upstream frameworks. It is not run from a single isolated observation. Its result remains a hypothesis for human review and does not sign a diagnosis or change a task card.
Model and data limits
Each account can reserve 32 framework attempts in 24 hours. Retries with the same command key do not make another provider call. The application does not retry a failed provider call automatically.
Context includes up to sixteen accepted evidence excerpts, twelve structured work records and twelve public research excerpts, plus complete direct upstream analyses. The current research window is the fifty latest completed research runs. Evidence excerpts are limited to 5,000 characters and public research excerpts to 4,000. The page displays omitted-source and excerpt notices. Companies above 1,000 records need a narrower engagement before running this build's frameworks.
Prompts require source citations and visible uncertainty, reject missing or unexpected sections and columns, and prohibit invented measurements, benchmarks, quotations, owners or approvals. Schema and citation validation reduce invalid outputs; they cannot prove that every model conclusion is correct. Review the evidence before making a decision.
AI versions are separate from advisor-authored framework records. They do not edit the company roster, assign duties, send emails, activate an agent or apply an intervention.
Method references
The recognizable layouts and analytical distinctions follow the methods' published descriptions: Strategyzer's Business Model Canvas, Strategyzer's Value Proposition Canvas, Harvard Business School's Five Forces, McKinsey's 7-S framework, McKinsey's Three Horizons, the ERRC grid, Christensen Institute's Jobs to Be Done, Balanced Scorecard Institute's four perspectives, and Lean Enterprise Institute's Theory of Constraints.