Consider all the elements you need to create an integrated and powerful business strategy using our template for the Strategy Diamond Model.
About the Strategy Diamond
What is a strategy diamond?
A strategy diamond is a collection of the five elements forming a coherent business strategy. These five elements of strategy include Arenas, Differentiators, Vehicles, Staging, and Economic Logic. This model was developed by strategy researchers, Donald Hambrick and James Fredrickson.
To achieve key objectives, every business must assemble a series of strategies. But what elements should you consider when building a strategy? How can you stay ahead of your competitors while also building your brand and bottom line? Using a strategy diamond provides a framework for covering all of these important elements of a strategic plan.
What are the advantages of using a strategy diamond?
Most strategic plans focus on just one or two of these elements, creating gaps that might cause problems for your business later on. A strategy diamond can help you stay focused and ensure you’re fulfilling all of your business’s needs rather than one or two.
When to use the Strategy Diamond model
A strategy diamond is designed to help you consider the most important questions you’ll need to answer when your team defines your business strategy. Organizing the strategy as a whole, so each part integrates with the others, helps you figure out your business’s goals and the best way to achieve them.
How do you use a strategy diamond
Completing your own strategy diamond is easy. Miro’s visual collaboration platform is the perfect canvas to create and share this integrated strategy model. Get started by selecting this Strategy Diamond template.
An effective strategy contains these key elements: Arenas, Differentiators, Vehicles, Staging, and Economic Logic. It’s important to consider each of the five elements in the Strategy Diamond Model below because they are all interrelated and mutually reinforcing.
Arenas: What do we plan to achieve? What is the nature of our products, services, distribution channels, and market segments? What geographic areas do we plan to expand into? What technologies will we use?
Differentiators: What sets us apart from our competition? Is it an image, price, product dependability, and how quickly we get our product to the marketplace? How will we win the marketplace?
Vehicles: How will we get there? Will we get there through strategic alliances? Development? Licensing?
Staging: How will we advance our product or positioning? How quickly will we move? In what order we will move forward?
Economic logic: How will we obtain our returns? Will this be achieved by lowering costs to give value for the price? Providing premium services for premium pricing?
Product/Market Fit Canvas Template
The product/market fit canvas template is used to help product teams meet customer and market needs with their product design. This template looks at a product in two dimensions: first, how the product fits user needs, and second, how the fully designed product fits within the market landscape. This combined metric understands a product holistically from the way customers use and desire a product, to the market demand. By comparing customer and product qualities side by side, users should better understand their product space and key metrics.
Annual Calendar Template
Plenty of calendars help you focus on the day-to-day deadlines. With this one, it’s all about the big picture. Borrowing from the grid structure of 12-month wall calendars, this template shows you your projects, commitments, and goals one full year at a time. So you and your team can prepare to hunker down during busy periods, move things around as needed, and celebrate your progress. And getting started is so easy—just name your calendar’s color-coded streams and drag stickies onto the start date.
Swimlane Diagram Template
When processes start to get messy, it’s a good idea to take a step back and visualize who does what and when. A swimlanes diagram takes a familiar, everyday physical place (a lap pool) and turns the idea of “swimlanes” into a metaphor for organizing processes within a team, work group, department, or multilayered organization. This digestible, one-stop visual representation uses the metaphor of lanes in a pool to clarify a complex process. Use a swimlanes diagram to clarify roles before a major project, to bring a new hire up to speed, to update your organizational structure, and much more.
Startup Canvas Template
A Startup Canvas helps founders express and map out a new business idea in a less formal format than a traditional business plan. Startup Canvases are a useful visual map for founders who want to judge their new business idea’s strengths and weaknesses. This Canvas can be used as a framework to quickly articulate your business idea’s value proposition, problem, solution, market, team, marketing channels, customer segment, external risks, and Key Performance Indicators. By articulating factors like success, viability, vision, and value to the customer, founders can make a concise case for why a new product or service should exist and get funded.
Action Plan Template
Why create an action plan? Long-term business strategies and goals are only good if you can make them a reality—by accomplishing every small task along the way. An action plan lists those tasks and lays them out in clear detail. It helps you keep everything in order, make sure nothing is missed, and get stakeholders on the same page to complete a project quickly and effectively. This template will help you write an action plan that’s SMART: Specific, Measurable, Actionable, Realistic, and Time-bound.
Porter's Five Forces Template
Developed by Harvard Business School professor Michael Porter, Porter’s Five Forces has become one of the most popular and highly regarded business strategy tools available for teams. Use Porter’s Five Forces to measure the strength of your current competition and decide which markets you might be able to move into. Porter’s Five Forces include: supplier power, buyer power, rivalry among existing competitors, the threat of substitute products or services, the threat of substitute products and services, and the threat of new entrants.