Explore ↗
Collect possibilities before choosing a direction.
What could the spare room become? ├─ Paid workshops │ └─ Beginner writing sessions ├─ A quiet reading room └─ Keep it as storage
Different trees. One canvas.
Untangle a business problem, test whether an idea pays back, or map your next move.
Start with a business walkthrough
Open an interactive case with a guided tour, or follow the step-by-step picture guide.
Top-down bottleneck
How do we lift monthly profit?
Start with Grow revenue vs Decrease costs, narrow revenue to Convert more enquiries, and fix a 9-day proposal delay.
Break-even check
Could an evening workshop cover its costs?
Split viability into three uniform questions (economics, demand, and 5 staff hours), with the £120 / £15 math one level below.
Step-by-step guide
How to use Strategy Tree in 5 minutes
Every click shown with screenshots: copy the ChatGPT/Claude prompt, paste back your MECE tree, edit cards, and save a copy.
Nine tree types
Each opens an editable example. You can mix different types in one tree.
Issue tree ↗
Break a question into answerable parts.
Could paid workshops be viable? ├─ Would enough people pay? │ └─ How many would book at £20? ├─ Can we deliver it? │ └─ Will it fit five staff-hours? └─ Would it cover relevant costs? └─ What attendance breaks even?
Hypothesis tree ↗
Test an explanation, including what could disprove it.
Later start reduced attendance? ├─ Did the decline follow the change? ├─ Do customers report time clashes? ├─ Did old-time sessions hold up? └─ Did topic appeal or promotion change?
Driver tree ↗
Show the arithmetic behind a number.
Break-even: £120 ÷ £15 = 8 people ├─ Fixed cost: £120 per event └─ Contribution: £20 − £5 = £15 ├─ Ticket price: £20 per person └─ Variable cost: £5 per person
Solution tree ↗
Connect an improvement to levers and possible actions.
Reduce Saturday queue time ├─ Fewer arrivals at peak time │ └─ Offer quieter collection windows ├─ More peak service capacity │ └─ Staff a second till └─ Shorter transactions └─ Prepare collection orders early
Objectives tree ↗
Clarify what a good choice should provide.
What makes a suitable job? ├─ Financial security │ └─ Reliable income covers commitments ├─ Autonomy │ └─ Control over how work is done └─ Learning └─ Regular practice and useful feedback
Decision tree ↗
Compare choices when outcomes are uncertain.
Hold or cancel the event? ├─ Hold the event │ └─ Attendance is uncertain │ ├─ Strong: 60% → +£200 net │ └─ Weak: 40% → −£100 net └─ Cancel the event └─ Net payoff: £0
Opportunity tree ↗
Connect customer needs to solutions and assumption tests.
Increase completed bookings
└─ Find a time that fits
├─ Flexible-date search
│ └─ Can users find an acceptable slot?
└─ Availability alerts
└─ Does the alert arrive in time?Argument tree ↗
Show a conclusion, its reasons and the counterargument.
Try one workshop first (provisional) ├─ Recurring demand is unproven │ └─ Interest is non-binding (assumed) ├─ A pilot can test paid uptake ├─ One event limits commitment │ └─ No ongoing contract (assumed) └─ One event may not predict repeats
See them work together
A fictional growth question, explored with several tree types.
See how they work togetherGrowth drivers, proposed actions, questions and numbers.
Open tree ↗