The world of management theory is full of frameworks designed by MBA professors and/or management consulting firms. Many view in the same of was the laws of physics: this is how you go about solving a particular problem.

That is giving them too much credit. Dogmatically forcing a certain problem/solution into a framework will not work: if it does not fit, it does not fit. Every situation, every problem is different. Here is an example of someone adjusting the famous SWOT framework. Here is my own attempt at modifying a SWOT 2x2.

While frameworks can be helpful start thinking about a problem and planning the work that lays ahead of you, they are often not that good as layouts in presentations that communicate your final recommendations. Frameworks are complicated diagrams, and try to be exhaustive and list everything that is relevant for a problem on the page. For your final slide, that might not be what is needed to explain your findings. Frameworks can be useful to solve a problem, but might not be ideal for communicating the findings.

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