If you can't summarize your strategy in a single sentence, you don't yet have one — you have a plan. This tool prompts you for the core choices and renders four narratives through different strategic lenses: Porter's three generic strategies, Kim & Mauborgne's Blue Ocean, Treacy & Wiersema's Value Disciplines, and Christensen's Jobs-to-be-Done. The same inputs, four different stories — and whichever rings truest is usually the one you're actually executing.
Strategy Narrative Builder
Can you summarize your strategy in one sentence?
A guided Mad-Libs style workshop that generates four distinct strategy narratives for your company, each based on a proven strategic framework: Porter's Competitive Advantage, Blue Ocean, Value Discipline, and Jobs-to-be-Done.
How to use this tool
Fill in each field with information about your company — your name, what you do, your key asset, target market, and differentiator. The builder instantly produces four strategy narrative variations. Review them, pick the one that resonates, and refine it with your team.
Your company or product name
What does your company fundamentally do?
What unique resource gives you an edge?
Who are you building this for?
Why you instead of the alternative?
What pain does the customer feel?
Want to discuss your results?
Our strategists can help you turn these insights into action. Or explore more diagnostic tools to build a complete picture.
Why four frameworks, not one
No single strategy framework captures a real business. Porter is strongest when your market is mature and competition is direct. Blue Ocean illuminates where you're competing against non-consumption. Value Disciplines forces clarity on operational trade-offs. Jobs-to-be-Done reframes the market in terms of the progress a customer is trying to make.
Reading the same strategy through all four lenses exposes internal contradictions — claims of differentiation paired with cost-leadership pricing, for instance — that a single framework would quietly paper over.
How to use the outputs
Pick the narrative that feels most true, not the one that sounds most ambitious. Strategy narratives aren't aspirations; they're descriptions of the choices you have already made (or are willing to make).
Then pressure-test it: would your frontline agree? Do your resource allocations reflect it? Does your pricing? A narrative that doesn't survive that test needs revision — or an honest reset on what the strategy actually is.
Turning a narrative into a deck
Once you've picked your framing, generate the full deck in Stratrix. The strategy templates include Porter's Five Forces, Blue Ocean canvas, and Value Disciplines scorecards; the frameworks library has deep guides on each.
Who this tool is for
- →Founders refining pitch or investor narrative
- →CEOs preparing annual strategy communications
- →CMOs building brand positioning
- →Strategy teams running an alignment workshop
- →Consultants framing a client engagement