100以上のフレームワーク1つの AI パートナー
SWOT、OKR、アイゼンハワー、RICE、プリモーテム ― 一流の思考家たちが実際に使う戦略と意思決定のツール。1つ選び、AI のサポートを受けながら埋めていけば、明快な答えにたどり着けます。
あらゆるステージの思考家に選ばれています
100以上の思考ツールを一か所に。
戦略、優先順位付け、意思決定、振り返り、メンタルモデル ― 厳選し、重複を排し、タグ付け済み。PDF や Notion ドキュメントを探し回る必要はありません。
Q2 launch — should we ship in May?
Backlog scoring — Growth team H2
What kills the iOS launch?
This week's task triage
Personal goals — May 2026
埋めるのはあなた。残りは AI が。
一行のシナリオを入力するだけ。キャンバスが象限ごとに項目を提案し、あなたの指示で磨き、見落としていた視点を浮かび上がらせます。あなたは編集者のまま ― 下書きの速さが段違いです。
Quick wins
- Onboarding step 3 rewrite
- Pricing page A/B test
- Empty-state copy across appAI
Big bets
- Native iPad canvas editor
- Enterprise SSO + audit logAI
- Team workspaces (multiplayer)AI
Fill-ins
- Dark mode polishAI
- Keyboard shortcuts panelAI
Time sinks
- Rebuild settings UI (no user ask)AI
共有できる1ページ PDF。
キャンバスを引き締まったエグゼクティブブリーフに変換 ― 背景、選択肢、推奨案、次のアクション。書き出して、送って、実行。希望すれば公開リンクも発行できます。
Q3 product priorities
Backlog at 38 items, capacity for 6 in Q3.
Goal: lift activation 64% → 75% by Sept.
Onboarding step 3 rewrite — 5d, +8pts activation
Pricing page A/B — 3d, learning bet
Empty-state copy sweep — 2d, polish + retention
Native iPad canvas editor — 6 weeks, unlocks meeting use case.
Rebuild settings UI · no user ask · $0
Dark mode polish · defer to Q4
考える場所すべてで動きます。
Web、iPhone、iPad ― ライブラリとブリーフが同期。月曜のミーティングでキャンバスを描き、ノートPCで OKR を追い、iPad で週次の優先度を整理。
- Fix billing webhook bug
- Reply to investor email
- Ship onboarding hotfix
- Hire 2nd designer
- Q3 pricing test plan
- Enterprise SSO scope
- Conf travel booking
- SOC2 vendor intake
- Logo round 12
- Slack reorg poll
まずはここから。
SWOT Analysis
Strengths, Weaknesses, Opportunities, Threats
Eisenhower Matrix
Urgent vs. important, four quadrants
RICE
Reach × Impact × Confidence ÷ Effort
Lean Canvas
One-page business model
Ikigai
Love, good at, world needs, paid for
Pre-mortem
Imagine the failure first
5 Whys
Ask why five times
OKR
Objective + key results
Pros / Cons
Two-column weighing
Decision Tree
Branching outcomes and probabilities
今、向き合っているどの判断にも。
コミットする前に戦略の意思決定を検証。ローンチ前にプリモーテム、ピボット前に SWOT。
優先順位会議、週次ブリーフ、四半期計画を構造化。バックログを一気に RICE。
クライアントと構造化されたワークを実施し、共有可能な PDF を持ち帰る。ライブラリを保存し、キャンバスを再利用。
カテゴリーで探す。
Tools for understanding position, competition, and direction.
Methods for deciding what to work on first.
Frameworks for choosing well under uncertainty.
Surface failure modes before they happen.
Generate new options when the existing ones don't work.
Map and stress-test business models.
Set, structure, and track meaningful objectives.
Frame personal goals, habits, and trade-offs.
Trace symptoms back to their underlying causes.
Reusable patterns for thinking more clearly.
Structure ideas so others can act on them.
現場ノート & チュートリアル。
Ansoff Matrix Examples: 4 Growth Strategies (2026)
The Ansoff Matrix maps growth into four strategies by risk. Here it is worked on real companies — Nvidia, Netflix, Apple, Amazon — with a placement test for your own bets.
Burn Multiple: Formula, Benchmarks, and How to Calculate It
The burn multiple formula (net burn ÷ net new ARR), David Sacks' original definition, the reset 2026 benchmarks, a real CrowdStrike FY2026 worked example, and the quadrant that tells you why your number is bad.
Cash Runway Formula: How to Calculate It, With Examples
How to calculate cash runway — the formula, gross vs net burn, a real Lucid Motors Q1 2026 worked example, and the 2026 benchmarks investors actually use to judge it.
Nvidia at $5T: the AI chip industry through Five Forces
Nvidia's $5 trillion market cap and Q1 2026 beat looked like an unbreakable moat. Five Forces says the moat is real but the cracks are forming in three places investors aren't tracking.
The framework I use to pick a framework
There are 100+ thinking frameworks in the library. Three questions get you to the right one in under two minutes, every time.
How Netflix used SWOT before the streaming pivot — a closer look
Before Reed Hastings bet the company on streaming in 2007, the leadership team ran a SWOT that named the threat almost everyone else missed. A look at what they put in each quadrant, and why most teams do the exercise wrong.