One hundred and fifteen tools, free and public.

115 Tools

• 1-2-4-All The meeting's half over. Three people have spoken. Everyone else has checked out or is waiting to be asked
• 15% Solutions The team feels stuck. The obstacles are organisational. Everyone's waiting for someone higher up to fix th
• A/B Testing Two people on the team have opposite opinions about what will work. Both sound plausible. You've been goin
• Agile Team Onion Everyone wants to be in the room. Half of them don't need to be. The team is drowning in updates for peopl
• Alignment Techniques The team agrees on the goal in the meeting. Then everyone goes back to their desk and executes a slightly diff
• Analytics and Data Analysis You have more data than ever. Dashboards everywhere. Decisions haven't got any better. Analytics and data
• Assumption Mapping The plan looks solid on paper. Everyone's confident. But when you press on how you know the key premise is
• Blue Ocean Strategy You've benchmarked every rival. You've squeezed every margin. The team keeps fighting for share in a m
• Brainstorming You need ideas. The same five people will dominate the room. The other six will nod and leave with theirs unsa
• Business Model Canvas Everyone agrees the business model needs rethinking. Nobody agrees on what the current model actually is. The
• Change Management You shipped it. The feature works. Nobody's using it. Or worse — they're actively working around it to
• Checklists Something went wrong that shouldn't have. The team knew the steps. Under pressure, one got skipped anyway.
• Choice Architecture Users aren't choosing what you expected. Small interface changes produce outsized behaviour shifts you can
• COM-B Model People know what they should do. They've had the training. They're still not doing it. You're abou
• Command & Control You're stuck. Your instinct is to apply the same approach harder. It wasn't working twenty minutes ago
• Communication Planning The decision's been made. Three stakeholders hear about it second-hand. One of them had the authority to b
• Concept Testing You've got an idea the team loves. Someone mocked it up. You showed a few people and they said it looked g
• Conflict Resolution Two people disagree in the meeting. Neither says so directly. The real argument happens in DMs, or worse, in t
• Consensus Building The room is split. You're about to call a vote and declare the majority view "consensus." Half t
• Cost of Delay You're arguing about which feature goes next. Everyone has an opinion. Nobody has a number. Cost of Delay
• Crazy Eights You need concepts fast. The team keeps gravitating to the same safe ideas. Nobody's pushing past their fir
• Creative Problem Solving Ideas keep getting shot down before they're fully formed. The team defaults to critiquing too early. You n
• Creative Remixing You're stuck on a problem that feels unique. Your industry's usual answers aren't working. Somewhe
• Cross-Functional Coordination Design finished their part. Engineering started theirs. Somewhere in between, a key assumption diverged and no
• Customer Interviews You're making decisions about what to build next. The data says one thing. The team believes another. Nobo
• Customer Journey Mapping Customers are dropping off and nobody can agree on why. Each team owns a piece of the experience. None of them
• Cynefin Framework The team has spent three weeks analysing a problem that keeps shifting. Every time they think they've nail
• Decision Making Frameworks The meeting ran an hour. Everyone contributed. Nobody knows what was decided — or by whom. It'll happen ag
• Delegation Frameworks You're in every decision. Your calendar is wall-to-wall. The team waits for you to weigh in before moving.
• Design Sprints You've been circling a big decision for weeks. Meetings produce discussion but not resolution. The team ne
• Design Thinking The team's been generating solutions for weeks. There are Post-its everywhere. But when you ask what probl
• Digging Deeper The explanation sounds plausible. Everyone nodded. But the same problem keeps surfacing in different forms, an
• Disruptive Innovation Framework A cheaper, simpler competitor keeps winning deals you didn't bother bidding on. Your team dismisses them —
• Do Nothing Something's not working. The pressure to act is building. You're about to make a decision just to feel
• Dual-Track Agile The backlog's full of features nobody validated. Discovery finished months ago. The team's building wh
• Eisenhower Matrix Another week, another inbox cleared. The thing you actually wanted to move forward hasn't moved at all. Sa
• Empathy Maps The team talks about "the user" like a single person. Everyone has a different picture in their head
• Event Storming Two teams work on the same system. They describe its core process completely differently. Every release, somet
• Facilitation Techniques The meeting is ninety minutes long. Forty minutes in, two people are debating a tangent. Nobody intervenes. Th
• Fail Fast Methodology You've invested months in something built on assumptions nobody has tested. The cost of being wrong grows
• Fail-Fast Prototyping You're building something too polished to abandon. The sunk cost is already shaping decisions. You need to
• Feedback Loops Users are telling you something's wrong. The information takes three weeks and four handoffs to reach the
• Five Whys The same problem has come back. You patched it last time. It's a different shape now but underneath it'
• Hypothesis-Driven Development The roadmap is full of features. Everyone's busy building. But nobody can say what they expect each featur
• Ideation Techniques The team can't generate enough good options. Every brainstorm produces the same handful of suggestions. Yo
• Impact Mapping The roadmap is full. Nobody can explain why half the items are there. When someone asks "but what's t
• Innovation Culture Building Everyone says they want innovation. The last person who tried something genuinely risky got a quiet talking-to
• Innovation Funnel The innovation pipeline has too many ideas and not enough decisions. Resources are spread thin across initiati
• Innovation Metrics You're spending on innovation. Leadership wants proof it's working. The numbers you have measure effor
• Innovation Workshops You need concentrated creative time with the right people in the room. Distributed work hasn't cracked the
• INVEST Model There's an item at the top of the backlog that everyone's been avoiding. It's too big, too vague,
• Jobs To Be Done Your product roadmap is full but growth has stalled. You've been improving features your competitors also
• Kano Model Your backlog is full and everything's marked high priority. The team argues about what to build next based
• KPI Tracking You review the dashboard every Monday. The numbers move. Nothing else does. Key Performance Indicator (KPI) t
• Lateral Thinking Your team has analysed the problem thoroughly. They keep arriving at the same inadequate answer. The logic is
• Lean Canvas You're planning a new product or venture. The business plan is growing but the confidence isn't. The t
• Lean Startup Methodology You've been shipping steadily. The roadmap's on track. But when someone asks what you've learned t
• Meeting Facilitation Five meetings today. Three had no agenda. Two ended without a decision. One could have been an email. Meeting
• Mind Mapping The topic is too big to hold in your head. You've been chewing on it in the shower, in meetings, at midnig
• MINDSPACE You redesigned the process. It's clearly better. People are still doing it the old way. You're blaming
• MoSCoW Prioritisation Everyone's defending their own work. Nothing's coming off the list. The deadline isn't moving. Mo
• Nine Whys The team ships on time. They hit their metrics. But ask anyone why the work matters and you get job descriptio
• North Star Metric Your dashboard has fourteen metrics. Everyone watches a different one. Nobody's wrong, and nothing gets re
• OKRs The team has goals. Sort of. They're written down somewhere. But nobody can say how they'd know if the
• Open Innovation The R&D team is stuck on a problem they've been circling for months. Meanwhile, someone outside the or
• Opportunity Solution Tree The team jumped straight to a solution. It felt obvious at the time. Now you're three sprints in and nobod
• Pattern Breaking The team keeps proposing variations of the same solution. Nobody questions the assumptions underneath. You sus
• Performance Management Someone on your team needs to hear something. You're waiting for the review cycle. By the time it arrives,
• Performance Monitoring Something's slow in production. Users have noticed. Your team hasn't — or they have, and the alert fir
• Persona Development The team keeps saying "the user" as if there's only one. Different people imagine different need
• Pirate Metrics You're spending on acquisition. Growth isn't happening. Nobody's checked whether the problem is fu
• Planning Poker The team's nodding along to estimates that one person suggested. Nobody's challenged them. The sprint
• Planting Limits Scope is expanding faster than progress. The team has too many options and no forcing function. Every meeting
• Pre-mortem Analysis The plan looks solid. Everyone's nodding. But three people in the room have doubts they're not voicing
• Problem Framing The team is deep into solutions. Progress feels real. But there's a nagging sense that the problem stateme
• Problem Interviews You've got a solution your team believes in. But when you're honest about it, nobody's confirmed t
• Product Council Strategic decisions happen in corridors. The monthly meeting ratifies what's already settled. Teams don
• Product Metrics Hierarchy Executives watch one number. Your team watches another. Nobody's checked whether they're connected. P
• Product Strategy Canvas Someone asks what the product strategy is. Three people give three different answers. The strategy document ex
• Product Vision Board The team talks about "the vision" as if everyone agrees. But when you ask two people to describe it
• Prototype Testing You've built a prototype and you're ready to show users. But the mock-up is polished where it doesn
• RACI Matrix Something fell through the cracks again. Three people were on the email. Each thought one of the others was ha
• Real Options Theory Someone in the room wants a decision today. The information to make it well won't arrive until next month.
• Resource Allocation The strategy deck says innovation is the priority. The team's calendar says maintenance gets 80 per cent o
• Retrospectives The sprint ended. Some things worked, some didn't. Nobody's stopping to ask which was which. Retrospe
• RICE Scoring Three features are fighting for the next slot. Everyone has an opinion. Nobody's showing their working. R
• Roadmap Planning Stakeholders want a plan. The team wants flexibility. The last roadmap became a contract the moment it was sha
• SCARF Model You announced a reasonable change. The reaction was disproportionate. People you expected to be allies are pus
• Scenario Planning The strategy assumes the market stays roughly as it is. Nobody has asked what happens if it doesn't. The t
• Shifting Perspectives The team keeps arriving at the same answers. The solutions feel narrow. You suspect the problem isn't a la
• Solution Interviews You've validated the problem. Now you've got a solution concept and you need to know whether it's
• Specification by Example The requirement looked clear. Development built what they understood. Testing found it wasn't what the sta
• Stack Ranking Three priorities are tied for first place. Everyone says they're equally important. You both know what tha
• Stakeholder Mapping You built the case. You got approval from the people in the room. Then someone you'd never considered quie
• Status Reporting The weekly update goes out. Nobody reads it. When problems surface, the stakeholder says they weren't told
• T-shirt Sizing Someone's asked for effort estimates on next quarter's roadmap. The team barely understands the items.
• Team Charter Ask five team members what the team's purpose is. Get five different answers. Wonder why priorities keep c
• Team Health Checks Something's off. The work gets done but the energy's wrong. Nobody's raised it and you're not
• Technical Debt Quadrant The backlog says "tech debt" in six places. Nobody can explain which items are deliberate choices an
• TRIZ You're stuck on a contradiction — making it faster makes it less reliable, making it cheaper makes it less
• Troika Consulting You've been circling the same problem for weeks. Everyone you've talked to has been polite. Nobody'
• Usability Testing Analytics show a drop-off but not the reason. The team thinks the interface is intuitive. Nobody's watched
• User Story Mapping The backlog's two hundred items long. Nobody can tell which release delivers a complete experience. Featur
• Value Proposition Canvas The team is confident about product-market fit. But when pressed, the customer pains on the roadmap come from
• Value vs Effort Matrix The backlog is long. Everyone wants different things. You need a way to compare them that a room full of stake
• Vision Calibrating The strategy was written eighteen months ago. The world has moved. The team keeps executing against a vision w
• Voice of Customer Customers keep telling you what's wrong. Support tickets pile up. Surveys come back. But nothing visibly c
• Walking Skeleton You've built each piece in isolation. Integration is scheduled for later. Nobody's tested whether the
• Wardley Maps The team is debating build versus buy again. Same components, same arguments. Nobody can quite say why this th
• What, So What, Now What? Something went wrong last sprint. The team jumped straight to actions. Two weeks later the same thing happened
• Wicked Questions The same debate surfaces every quarter. Someone argues for speed, someone argues for quality. It never resolve
• Workflow Optimisation The team's working hard but producing surprisingly little. Deadlines keep slipping. The instinct is to pus
• Working Agreements Two people on the team keep clashing over how late is too late to send a message. Nobody's ever decided. E
• Workshop Design You've blocked two hours and invited twelve people. You haven't decided what you need them to produce.
• WSJF The backlog is prioritised by size. Big initiatives go first because they feel important. Meanwhile, small hig