Consulting templates

All 23 consulting templates

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  PESTLE analysis

  Scan the outside world in six lenses: political, economic, social, technological, legal and environmental forces that could affect you.

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  Five competitive forces

  How attractive is a market? Look at rivals, new entrants, substitutes and the bargaining power of buyers and suppliers.

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  Value proposition fit

  Line up what customers are trying to get done, what gets in their way and what they wish for, against what you offer and how it helps.

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  Stakeholder map

  Place everyone affected by a change by their influence and interest, then decide how closely to involve each group.

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  Growth options matrix

  Four ways to grow: sell more of what you have, build new things for current customers, take what you have to new markets, or do both.

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  Issue tree

  Break a big question into smaller ones that don’t overlap and together cover it, so a team can split the work and test each part.

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  Hypothesis tracker

  Keep every working hypothesis in one table with the evidence for and against, how confident you are and the next test.

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  Value chain map

  Follow how your organisation turns inputs into something customers pay for, step by step, and mark where you add or lose value.

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  Scenario planning

  Pick the two biggest uncertainties about the future, cross them, and describe the four worlds that result, so plans hold up in each.

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  Strategy on a page

  The whole strategy on one board: why you exist, where you compete, why you win, the few priorities, how you measure them and what you stop.

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  Gap analysis

  Describe where you are today, where you want to be, and the concrete steps that close the gap between the two.

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  SWOT to actions

  Turn a finished SWOT into moves: use strengths on opportunities, fix weaknesses that block them, and defend against threats.

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  Market sizing funnel

  Size a market from everyone who could buy down to who you can realistically win in year one, with the assumption behind each cut.

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  Competitive landscape map

  Place competitors on the two dimensions customers care about most, to see where the market is crowded and where there’s room.

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  Build, buy or partner

  Compare building a capability yourself, buying it, or partnering for it, on cost, speed, control and risk.

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  Strategy diagnosis

  Build a strategy from the problem up: what’s really going on, the approach we’ll take, the actions that follow, and what we stop.

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  Trends to watch

  Sort the trends that could change your market by how soon they arrive and how much they would matter, and decide what to do about each.

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  Option tree

  Lay out the options for a big decision as a tree, so the team sees every path before arguing for one.

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  Business case on a page

  Make the case for an investment on one page: the problem, the proposal, costs, benefits, risks and what you ask for.

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  Moat check

  Test honestly what would stop a well-funded rival from copying you, and which advantages you should strengthen.

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  Org design options

  Compare ways of organising teams around the work: what each option optimises for, what it costs and who it affects.

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  Proposal outline

  Structure a sales proposal around the customer: their goals, the recommended solution, plan, price, proof and next steps.

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  Stakeholder interview plan

  Interview the people inside the company who shape a project: their goals, worries, constraints and what success looks like to them.