Diagram templates

For explaining what one thing is made of as a primary part, the part that carries it out and a part that spans both: a service offer (scope, delivery, assurance), a product (core function, how it ships, support), a course (content, format, learner support), an event (program, logistics, hosting) or a team charter (mission, ways of working, backing).

For two to four supplied principles, each owning one exact preferred example and one exact example to avoid: brand voice guides, product interface copy, support reply standards, documentation style, naming conventions, inclusive language or meeting etiquette.

For a compact qualitative causal-loop view with exactly five variables and two three-link loops sharing one variable: a referral loop against crowding in a membership plan, workload against hiring in a team, adoption against support load in a product, or demand against price in a market.

For four-step recurring loops where each step produces one named output: service improvement, editorial planning, quarterly operating reviews, product discovery or a study-practice-test-reflect learning cycle.

For 3–5 stage recurring loops with named owners, produced work and an explicit final-to-first feedback artifact: customer learning loops, hiring or onboarding routines, editorial cycles, release reviews and continuous-improvement rounds.

Place a product, technology, internal tool, policy, practice or service on the diffusion of innovations curve: go-to-market planning for a B2B product, rollout of a new internal platform, adoption of a public-health practice, or spread of a teaching method.

For a product, service or retail offer’s proposed growth choices using explicitly classified initiatives.

Suits an enterprise or business capability map graded by maturity, an investment heat map (divest, maintain, invest), a function-by-function readiness or risk rating, or a service catalog marked by coverage: what the organization does, grouped by domain, and how each capability rates.

For morphological exploration of explicitly selected combinations: an event format combining audience, experience and delivery; a meal concept combining base, flavor and service; or a training offer combining cohort, format and pace.

For two to four supplied trait pairs with explicitly chosen qualitative positions for one subject: a brand personality, a team's working style, a product's design principles, a leadership stance or a service's character.

For sorting supplied situations, incidents, decisions or kinds of work by how cause and effect relate, so a team agrees how to respond: incident triage, strategy choices, portfolio or project work types, leadership coaching.

For program plans, career development or partnership design.

For a Design Council Double Diamond view of one discovery effort: a booking experience, public service, classroom activity or product proposition.

For project retrospectives, service reviews or personal working practices.

A product proposal examined through four perspectives, community priorities or the principles behind an offer.

Capabilities around a core offer, skills around a team's purpose, services around a platform or workstreams around a programme goal, where which parts sit next to each other matters.

Suits adoption assessments of emerging technologies, product categories, management practices, marketing channels or consumer trends, where each entry is placed in a hype-cycle stage.

For a compact qualitative Five Forces industry discussion using explicitly classified source factors.

Product review, venue choice and service policy.

Community service coordination, learning partnerships or distribution relationships.

For operating capabilities, partnership contributions or service ingredients assembled into one whole.

A familiar strategy house: business priorities supporting a goal, a school's ethos, or a public-service charter built on shared principles.

Suits classifying product features, service attributes, onboarding steps, store amenities or benefits by how their presence affects satisfaction, for product, service and customer-experience reviews.

Product stewardship, membership programmes and event attention cycles.

A selective Teresa Torres opportunity solution tree: one desired outcome, two supplied customer needs or pain points, one or two explored solutions per opportunity, and one named assumption test per solution.

Offer demand and supply, decision benefits and costs, or programme enablers and outcomes.

For partnership maps, stakeholder relations or cross-functional dependencies.

Market entry, workforce planning and community programme context.

Service contributions, shared programme principles or brand promises.

One overarching goal, vision, or mission held up by two to five parallel pillars (priorities, principles, capabilities, workstreams) on a shared foundation of values or enablers.

Show 2–5 distinct peer pillars as equal segments of a semicircle around one shared foundation.

Offer design with demand and delivery; Programme inputs and outcomes; Partnership contribution and support.

For sorting six to twenty named items into four categories and three or four ordered commitment levels: technology radars (adopt, trial, assess, hold), vendor and tool shortlists, initiative portfolios by readiness, market or channel bets by commitment, and practices by maturity.

For one supplied choice among three or four considered options with a single statement about the selected one: a target audience and its positioning, a pilot region and why it goes first, a shortlisted vendor and the deciding reason, or a chosen scenario and its premise.

For a compact qualitative bow-tie discussion of operational risks such as event crowding, supply interruption or missed service commitments.

For reviewing an organization against the seven fixed 7S elements with one finding each: post-merger integration, transformation readiness, operating-model diagnostics, change-program assessments, or a team health check.

A shared platform with delivery routes, a campaign with distinct outputs or one programme with several contributions.

For one shared basis adapted per branch: an offer tailored to audiences with their channels, a platform packaged into tiers with their prices, a policy applied per region with its owner, or a curriculum adapted per cohort with its format.

For theories of change, product or growth hypotheses, onboarding and engagement plans, policy or programme logic and process improvement proposals that explain which supplied assumption must hold for each step from one state to the next.

For a selective proposed strategy map using the standard four business perspectives and explicitly supplied adjacent-perspective influence hypotheses.

Service principles, programme contributions or product foundations.

Balance a portfolio across today's core, emerging and future opportunities: a bank's or retailer's growth strategy, an R&D or product portfolio, a public agency's modernization program, or a university's research agenda.

Three interdependent principles, project constraints, or dimensions around a shared subject, such as people-process-technology or desirability-feasibility-viability.

Three mutually connected partners, disciplines or service roles.

For three peer perspectives on one subject: desirability, feasibility and viability of an idea; people, process and technology of a change; customer, team and business views of a service.

Strategy rollout, school policy implementation and regional service standards.

For shared service offerings, campaign programs or community support.

Show 3–6 ordered layers of an iceberg: the first visible layer above a waterline and the remaining hidden layers below it.

Match audience to channel, urgency to contact method or customer type to service format.

Show where several capabilities, practices or controls stand on one ordered scale of three to five named levels, grouped into two to four domains, and how far each must climb to its target: a digital or data maturity assessment by domain, a security controls audit by control family, sales enablement skill levels by team, process or readiness reviews by function.

Show where several capabilities, teams or practices stand on one ordered maturity scale and how far each must go: digital or data maturity, security posture, sales enablement, process or skills readiness.

For customer needs and product features, event objectives and program choices, or workplace needs and site provisions.

Organize a launch plan, a learning curriculum or a venue programme into three peer branches with two ideas each.

Negotiation exchanges, mentor and learner feedback, or client and agency creative review.

Event brief and acceptance, training needs and evaluation, or product requirements and verification.

Decompose one supplied input into 2–5 distinct output perspectives through a triangular prism.

Common content preparation into channels, data preparation into reports or shared induction into role-specific materials.

For any argument that connects one proposed claim to two or three supplied reasons and the specific support behind each: executive recommendations, offer pitches, research or policy summaries, hiring or investment cases, project proposals.

For strategy components, support models or learning pathways.

A compact SWOT for a programme, product launch or personal development.

Service positioning; Product launch assessment; Partnership planning.

A product launch, a community programme or personal development.

Supplied three-part percentages totaling 100, including pure components and coincident compositions.

For compact two-level breakdowns of one subject: a goal into levers and actions, a product into capability areas and features, a program into workstreams and initiatives, or a topic into themes and examples.

Metrics that decompose into factors or parts: a profit tree (revenue minus costs), revenue as traffic times conversion times basket, unit economics, sales capacity as reps times quota times attainment, cost-to-serve breakdowns, or a productivity metric.

For one to six items classified by explicitly supplied membership in three named sets: initiatives against fit criteria, candidate features against customer needs, vendors against requirements, skills across roles, or ideas across goals.

Dimensions, capabilities, values, or pillars around a shared subject: a wellbeing wheel, leadership competencies, service capabilities, or brand values.