255 templates · page 2 of 3
Business & Strategy diagram templates
Funnels, journeys, OKRs, roadmaps, pricing structures.
Weave — Budget Approval Workflow
Envelope to board sign-off across department, finance business partner, FP&A and CFO lanes.
WeaveRACI — Product Launch
Cross-functional launch plan: product, engineering, design, marketing, sales, and support ownership per milestone.
RACI matrixRACI — Marketing Campaign
Integrated campaign: CMO accountability with content, design, performance marketing, and sales aligned per deliverable.
RACI matrixRACI — M&A Due Diligence
Acquisition diligence workstreams: corporate development leads with legal, finance, HR, IT, and outside advisors.
RACI matrixValue Stream — Mortgage Approval
Mortgage origination from application to funding: 4.7 hours of processing spread across a ten-day lead time, with a 35% rolled throughput yield quantifying the rework loop caused by incomplete documents.
Value stream mapValue Stream — Motor Insurance Claims
Motor claim from first notification of loss to settlement: 2.4 hours of handling inside a 9.5-day lead time, with damage assessment identified as the constraint and a 50% rolled throughput yield.
Value stream mapSIPOC — Accounts Payable Invoice to Pay
Bounds shared-services accounts payable at six steps from invoice capture to payment release, naming the two inputs and two outputs with no stated requirement behind an 11-day cycle time and a 74% first-time match rate.
SIPOCSIPOC — Householder Planning Permission
Scopes a local authority planning determination at six steps from validation to decision notice, reporting the two inputs and two outputs without a stated requirement behind a 71% eight-week determination rate and a 47% invalid-on-submission rate.
SIPOCPareto — Card Chargeback Reasons
Issuer dispute reason codes for a quarter against the previous one, computing that 5 of 11 codes carry 85.1% of 3,648 chargebacks and confirming the vital few are unchanged even though the mix beneath them moved.
Pareto chartPareto — First-Year Student Withdrawals
Stated reasons for first-year withdrawal in an 8,140-strong cohort against the year before, computing that 4 of 10 reasons cover 80.6% of 633 withdrawals and that caring responsibilities entered the vital few as academic difficulty left it.
Pareto chartPareto — Retail Stock Loss
Annual stock loss by cause across 214 stores valued in GBP thousands, computing that 5 of 12 causes carry 82.7% of a £12.5 M shrink and separating deliberate loss from the process errors that sit alongside it.
Pareto chartGrouped Bars — Revenue by Region and Year
Two years of regional revenue as grouped bars on a baseline of zero. The zero baseline is not a stylistic choice: a bar encodes quantity by length, so a cut baseline turns a three per cent difference into what looks like a threefold one, and this is the figure people cut most often.
PlotTeaching Case — What a Cut Bar Baseline Looks Like
The same three quarters drawn twice is impossible in one panel, so this is the cut version alone — and the engine's own warning about it is part of the figure. A deliberate teaching artefact: open it to see what a truncated baseline does to a nine per cent spread, with the sentence explaining it printed underneath rather than left for a reviewer to say.
PlotArchiMate — Business Process with Roles and Events
A business layer view on its own, where the trap is drawing the process chain with the wrong relationship. Triggering is what makes one process follow another; assignment is what puts a role on a process; access is what a process does to an object. Three different lines because they are three different facts, and only triggering carries sequence.
ArchiMateArchiMate — Strategy: Capabilities and Courses of Action
The strategy layer, which exists so a capability map is connected to something rather than floating as a slide. Resources are assigned to capabilities, capabilities realize courses of action, and the courses of action are what the rest of the model is eventually built to deliver.
ArchiMateDMN — Loan Risk Category (complete, no overlap)
The canonical worked example: a decision requirement diagram feeding a UNIQUE-hit table whose rules cover the whole declared input space exactly once. Copy this one — it is the shape a decision table is supposed to have, and the engine reports it as complete because it is, not because nothing was checked.
DMNDMN — Stacking Discounts (COLLECT with a sum)
The hit policy that changes what an overlap means. Under COLLECT-sum, two rules firing together is the design rather than a contradiction, so overlaps are counted and reported as intended rather than accused — which is the distinction almost every decision-table tool gets wrong.
DMNDMN — Eligibility Screening (FIRST, order is the logic)
A FIRST-hit table, where rule order carries meaning and later rules are deliberately shadowed by earlier ones. Written this way on purpose: under FIRST an overlap is not a defect, and a checker that flagged it would be reporting the notation working as designed.
DMNDMN — Decision Requirement Diagram, No Table
The structural half of DMN on its own: decisions, input data, business knowledge models and knowledge sources, with the requirement kind derived from what sits at each end rather than spelled out a second time. The engine reports each decision as having no table, which is correct and is the point — this is the diagram DMN work starts from, and those findings are the list of tables still to write.
DMNDMN — Holiday Entitlement (the DMN specification's own example)
The example the DMN specification itself uses to introduce COLLECT with a maximum: base entitlement plus separate age and service allowances, where the answer is the largest matching rule rather than the sum. Complete over both declared domains.
DMNDMN — Deliberately Incomplete: a Gap in the Input Space
A teaching artefact. This table looks finished and is not: applicants aged 18 to 29 with a score between 600 and 649 match no rule, so the decision has no answer for them. The engine computes the missing region and prints it under the table — open this one to see what a completeness finding reads like before you meet one in your own work.
DMNDMN — Deliberately Contradictory: Two Rules, One Input
The other teaching artefact. Under UNIQUE, two rules that can both fire is a contradiction rather than a preference — an applicant aged exactly 65 with a clean file matches two rules that disagree about the answer, and the table does not say which wins. Change the hit policy to PRIORITY or FIRST and the same table becomes well defined, which is the lesson.
DMNDMN — What 'I Could Not Decide' Looks Like
The most important template in this set, and the state most decision-table tools never show anyone. The Region column declares no domain, so the checker cannot know whether the rules cover it — and it says so rather than inferring the domain from the rules' own values, which would make every table complete by construction and every completeness report worthless.
DMNSpaghetti — Supermarket Shopper Trip
Two customers, the same basket, the same 44-metre store: the shopper working a meal-by-meal list covers 189 m and crosses their own trail eight times, while the one working store order walks 90.6 m — both trips measured in one figure.
Spaghetti diagramBusiness Model Canvas — Observability SaaS
Self-serve observability tool sold to small platform teams, weighing 640 seats and 240 TB of monthly ingest against a payroll-heavy cost base, with the reseller channel and the marketplace listing marked as still untested.
Business model canvasBusiness Model Canvas — Coffee Subscription
Direct-trade roastery running 2,240 letterbox subscriptions alongside office and wholesale accounts, pricing green coffee and postage per kilo and per box so the thin monthly surplus is computed rather than hoped for.
Business model canvasBusiness Model Canvas — Trades Marketplace
Two-sided marketplace matching homeowners to vetted electricians and plumbers, taking 12% of 4,600 jobs a month against vetting and acquisition costs, with the wholesaler recruitment channel named as the open bet.
Business model canvasBusiness Model Canvas — Continuous Glucose Monitor
Regulated glucose sensor sold through NHS commissioners rather than to patients, pricing a consumable against clinical, regulatory and quality-system costs, with the reimbursement case the whole model rests on still an assumption.
Business model canvasBusiness Model Canvas — B2B Data Provider
Supply-chain counterparty risk data business billing 41 enterprise accounts and 22 million API calls a month in dollars, with data licences and payroll dominating a cost base that outruns the top line.
Business model canvasStory Map — Mobile Banking First Release
A genuine walking skeleton: eight cards and 54 points that touch all four activities, so the first release can be used end to end — get in, see the money, move it and freeze a lost card — before any of the everyday-banking depth arrives.
User story mapStory Map — CRM Migration Cutover
Three cutovers moving accounts, pipeline and forecasting onto a new CRM without losing a selling day; the read-only shadow cutover carries no forecasting at all, which the map names as the gap sales leadership will feel first.
User story mapStory Map — Event Ticketing On-Sale
Ninety seconds of on-sale pressure mapped across queueing, seat selection and payment with point-suffixed estimates; the first on-sale survives the rush end to end and pushes the entire resale and refund activity into a backlog band.
User story mapEvent Storm — Hotel Booking
Reservation, payment authorisation and front desk for a hotel group, surfacing a search command that changes nothing and an authorisation expiry no command produces.
Event stormingEvent Storm — Subscription Billing
Trial, invoicing and dunning for a SaaS product: four policies chain the contexts together and a failed payment routes into collections.
Event stormingEvent Storm — Bank Account Opening
Application, KYC checks and core banking for a current account, where the identity check fans out into verified and referred and the first payment arrives uncommanded.
Event stormingBowtie — Unauthorised Trading on a Proprietary Desk
Operational-risk bowtie for a proprietary trading desk: 1.85 concealment attempts a year reduced to 0.166 undetected positions, ranking the real-time hard limit block four times above any after-the-fact reconciliation and flagging the collusion path.
Bowtie riskBowtie — Customer Data Exfiltration from Cloud Storage
Cloud data-protection bowtie over 9 million customer records: 14.5 exposure events a year reduced to 0.66 readable accesses, ranking short-lived federated credentials narrowly above the org-level public-access block and 98.7% of inherent risk removed.
Bowtie riskDecision Tree — Launch, License or Shelve a New Product
A two-stage launch decision with a year-2 capacity option: the rollback values launching in-house at $3,583k against $3,300k for licensing and marks adding a second line as optimal after strong demand, while the cumulative risk profile shows the 25% chance of a loss that licensing avoids. Illustrative values.
Decision treeDecision Tree — Test Market Before a National Launch
The value-of-information classic: a regional test with Bayes-consistent posteriors (0.694 after a favourable read, 0.118 after an unfavourable one) is worth $4,421k against $3,600k for launching blind, so the $800k test pays for itself and the tree abandons after a bad read. Illustrative values.
Decision treeDecision Tree — Settle, Counter-Offer or Go to Trial
A plaintiff's litigation tree net of US$350k trial costs: countering at $1.6M rolls back to $1,164k, just ahead of accepting the $1,100k offer and well ahead of an immediate trial at $929k — while the cumulative profile shows the 29% chance of a net loss that buys that margin. Illustrative values, not legal advice.
Decision treeRisk Matrix — Enterprise Principal Risks (Board ERM)
Eight principal risks for a fictional manufacturer on a 5×5 matrix with £-banded impacts: current controls cut total exposure Σ(L×I) from 99 to 55 (−44%) and move six risks down a band, while customer concentration, engineer retention, ransomware and a single-source alloy stay High — above the Medium appetite, each with a dated treatment action. Illustrative register.
Risk matrixJourney Map — Switching Broadband Provider
Six stages of a fibre upgrade from first search to first bill, with the missed install slot computed as the moment of truth at −2 carrying 3 of the 8 pain points, the first month the +2 peak, and the first bill flagged as a stage with two pain points and no opportunity against them. Fictional company and figures.
Customer journey mapJourney Map — SaaS Trial to Paid
A 14-day self-serve trial of a B2B work-management tool for a 40-person team: the customer-goal row states what each stage is for, the trial-end budget case to finance is computed as the moment of truth at −2 with 3 of 7 pain points, connecting integrations is the +2 peak, and the sharpest drop is the 4 points between them. Fictional company and figures.
Customer journey mapJourney Map — Online Apparel Purchase and Return
A first-time mobile shopper buying jeans in two sizes to be safe, with no phase bands: trying them on is the +2 peak, the return is computed as the moment of truth at −2 carrying 3 of 7 pain points, and the 4-point fall from try-on to return is the sharpest drop on a curve that averages exactly 0. Fictional company and figures.
Customer journey mapJourney Map — First-Time Buyer Mortgage
Seven stages of a joint 90% loan-to-value application: a down-valuation is computed as the moment of truth at −2, pre-approval, the offer and completion share a TIED +2 peak, all 7 pain points fall before the offer, and the sharpest drop is the 3 points from pre-approval into the full application. Fictional lender and figures.
Customer journey mapJourney Map — International Student, Offer to First Week
A postgraduate student moving from Pune for a September intake: the visa stage is computed as the moment of truth at −2, the offer and the first week share a TIED +2 peak, 6 pain points split evenly across deposit, visa and enrolment, and the sharpest drop is the 3 points from offer to deposit. Fictional university and figures.
Customer journey mapJourney Map — Business Hotel Stay
A frequent business traveller's two-night stay booked direct: a midnight check-in with one receptionist is computed as the moment of truth at −2 carrying 3 of the 4 pain points, app check-out with a VAT-ready invoice is the +2 peak, and the 3-point fall from pre-arrival to arrival is the sharpest drop. Fictional hotel and figures.
Customer journey mapDecision Matrix — ERP Replacement Shortlist
Four ERP routes scored by a selection panel in three weighted groups — capability, delivery and commercial — with time to go-live and five-year cost measured rather than scored. The £2.4m TCO cap knocks out the tier-1 suite despite its 3.47; the cloud mid-market option ranks first at 3.80 of 5, 0.38 ahead of the industry specialist, and keeps the lead unless production planning's weight rises from 15.8% to 29.2%. Illustrative values.
Decision matrix (weighted / Pugh)Decision Matrix — Roadmap Feature Prioritisation
Six roadmap epics scored on pipeline ARR, customer demand, strategic fit, engineering effort and delivery risk, the measured criteria rescaled onto a 1–10 scale and the columns ordered by rank. SSO & SCIM ranks first at 8.51, 1.72 ahead of AI meeting summaries, and offline mobile mode and custom dashboards are dominated outright. Illustrative values.
Decision matrix (weighted / Pugh)Roadmap — B2B SaaS Product, FY2027 by Quarter
A fiscal-year product roadmap for a fictional workflow-analytics SaaS across five lanes, from core platform to mobile: 16 items (3 done, 5 in progress, 7 planned, 1 at risk) and 3 milestones on a quarter axis with a 14 May 2027 status date. All 11 dependencies finish before their dependents start, and the longest chain runs from the SOC 2 Type II report through EU data residency and bring-your-own-key encryption to Enterprise tier GA on 1 Dec 2027. Illustrative roadmap.
RoadmapRoadmap — Now / Next / Later for a Consumer App
A customer-facing Now / Next / Later roadmap for a fictional running app, deliberately free of dates: 14 items (2 done, 4 in progress, 7 planned, 1 at risk) across five lanes and three captioned horizons. All 7 dependencies point forward to a later horizon, so nothing is promised before the work it waits for, and two chains run the whole width of the roadmap: adaptive plans to a coach marketplace, and watch sync through a recovery score to an injury-risk warning. Illustrative roadmap.
RoadmapRoadmap — Net-Zero Transition Plan, 2026–2035
A ten-year climate transition roadmap for a fictional food manufacturer, one lane per emissions scope plus reporting, with the SBTi validation, the 2030 near-term target (Scope 1 and 2 down 42% on 2020, the 1.5 °C minimum) and 2035 net zero for Scope 1 and 2 as milestones: 13 items (3 done, 5 in progress, 4 planned, 1 at risk) and 3 milestones on a year axis, status date 30 Jun 2027. All 12 dependencies finish before their dependents start, and both targets wait for the work that delivers them. Illustrative roadmap.
RoadmapStudent Onboarding Journey
A new student's experience from sign-up to first success.
MermaidSWOT Analysis — Mind Map
Strengths, weaknesses, opportunities, threats as a mind map.
MermaidOrg Chart
A simple top-down organizational chart.
Graphviz (DOT)Wardley Map — Tea Shop
The classic Wardley value-chain map: a cup of tea, end to end.
Wardley MapsStartup Funding Stages (Timeline)
From idea to IPO across funding rounds.
MermaidOrganisation Chart (Graphviz)
Reporting lines from CEO down to teams.
Graphviz (DOT)Loan Decision Tree (Graphviz)
Branching credit decision with approve/review/reject leaves.
Graphviz (DOT)Streaming Service Value Chain (Wardley)
A Wardley map for a video streaming product.
Wardley MapsCompany Milestones (Timeline)
Founding, growth and scale milestones.
MermaidCustomer Churn (Fishbone)
Why customers leave, grouped by cause.
Fishbone (Ishikawa)Expense Approval (Swimlane)
Cross-functional expense reimbursement flow.
Swimlane processPurchase Funnel (Funnel)
Visits down to completed purchases.
Sales / conversion funnelContent Marketing Funnel
Impressions through to paying customers.
Sales / conversion funnelPrice Ceiling (Supply & Demand)
A binding price ceiling causing a shortage.
Economics diagramsTax Incidence (Supply & Demand)
A per-unit tax shifting the supply curve.
Economics diagramsFully Remote? (Argument Map)
Arguments for and against fully remote work.
Argument mapProcurement (Swimlane)
Purchase request through to goods received.
Swimlane processJob Application Funnel
Applicants narrowing down to hires.
Sales / conversion funnelSubscription Lifecycle (State Machine)
Trial, active, past-due and cancelled states.
State machine (FSM)Demand Increase (Supply & Demand)
An outward shift in demand raising price and quantity.
Economics diagramsProduct Adoption (System Dynamics)
Bass-style diffusion of innovation.
System dynamics (stock & flow)Revenue to Profit (Sankey)
How revenue splits into costs and profit.
Sankey flowBudget Allocation (Treemap)
Annual budget split by department.
Treemap (squarified)Marketing Attribution (Causal DAG)
Ad spend, site visits and sales with seasonality.
Causal DAGDeclining Sales (Fishbone)
Causes of falling sales across the marketing mix.
Fishbone (Ishikawa)Content Publishing (Swimlane)
Author, editor and SEO handoffs.
Swimlane processWebinar Funnel
Invitations down to booked demos.
Sales / conversion funnelProduction Subsidy (Supply & Demand)
A subsidy shifting supply and lowering price.
Economics diagramsCompany Cash Flow (System Dynamics)
Receivables, cash balance and spend.
System dynamics (stock & flow)Loan Application (Swimlane)
Applicant, officer and underwriting steps.
Swimlane processSales Pipeline (Funnel)
Leads narrowing to closed-won deals.
Sales / conversion funnelMarket Equilibrium (Supply & Demand)
Where supply meets demand in a competitive market.
Economics diagramsMarket Share (Treemap)
Share of a market by competitor.
Treemap (squarified)SaaS Platform Value Chain (Wardley)
A Wardley map for a SaaS product.
Wardley MapsApp Install Funnel
Store views down to retained users.
Sales / conversion funnelPrice Floor (Supply & Demand)
A binding price floor causing a surplus.
Economics diagramsInvestment Portfolio (Treemap)
Asset allocation of a portfolio.
Treemap (squarified)Startup Journey (Timeline)
Milestones from founding to Series A.
Timeline (history)Capacity Decision (Graphviz)
A decision tree for scaling capacity.
Graphviz (DOT)Logistics Value Chain (Wardley)
A Wardley map for a delivery service.
Wardley MapsCustomer Feedback Themes (Word Cloud)
Recurring themes from customer feedback.
Word CloudRevenue Bridge (Waterfall)
Year-over-year revenue walk.
Waterfall ChartProject Budget Walk (Waterfall)
Budget consumed down to remaining.
Waterfall ChartRevenue by Region and Product (Marimekko)
Column width by region, stack by product line.
Marimekko / MosaicMarket by Segment and Vendor (Marimekko)
Vendor share within each market segment.
Marimekko / MosaicKPI Dashboard (Bullet)
Quarterly KPIs against target and bands.
Bullet / KPISales Attainment (Bullet)
Rep attainment against quota.
Bullet / KPISIPOC — Clinical Coding to Invoice
Written in the terse s/i/p/o/c dialect, this map scopes hospital activity from discharge summary to commissioner invoice and exposes a 26-day coding lag behind a 92% first-pass invoice rate target.
SIPOC