Before you make the call,see how it went for the companies that made it.
782 decisions where the answer was genuinely unclear at the time. Each one records what was on the table, what the company chose and the reasoning it gave, what it committed, and what the position looked like at one, three and five years — with a source against each claim, so you can check it rather than trust it.
“A bold, visionary bet on streaming.”
They strangled their own DVD cash cow first — before anyone else could.
Anyone can tell you what a company did. Why, and what it cost three years later, is the part that transfers.
Netflix ran ads. Intel passed on the iPhone. Both are a search away, and neither tells you anything you can use. What was on the table at the time, what the company said its reasoning was, what it committed, and where the position stood three and five years later — that is what lets you recognize the same shape in your own situation. Every record here carries all of it, and cites the source for each field.
A decision is in front of you. This is what you run it with.
One decision, sixteen files
The foundations, a deck for the room, a scored wizard, a model that ships blank and worked, the strategies available to you, the cases behind them, a worksheet of record and a roadmap. Built around one organizing test, so every file asks the same question.
See what is in a pack →The numberIt resolves to something you can negotiate with
Each pack produces one figure and shows its working — the months you can actually buy, what an owned asset is worth in a new business, the fee rate at which owning and letting go are worth the same. Blank for your numbers, worked so you can see how it behaves.
Browse the packs →The evidenceSourced cases, and what they do not prove
Every factual claim is cited and dated, every case states what its figures do not establish, and each pack carries a register of what is sourced, what is analysis, and what is not asserted at all.
Read the evidence standard →Decisions companies actually faced, with the reasoning still attached.
The World's Largest Accommodation Company Owns No Rooms
Airbnb offers more places to stay than the biggest hotel chains combined, and it owns none of them. That's not a loophole - it's the entire strategy. But owning nothing cuts both ways, and the bet that let Airbnb scale at impossible speed is the same one that leaves it exposed.
Read it →Apple · Growth & PortfolioApple Killed Its Own Cash Cow on Purpose: The iPod, the iPhone, and the Courage to Cannibalize
By 2006, the iPod was a juggernaut - around 40% of Apple's revenue. So Apple built a product designed to destroy it. The decision looked reckless and was actually the most disciplined move in the company's history, governed by a single rule: if you don't cannibalize yourself, someone else will.
Read it →Apple · Decision ForksIn 2020 Apple Walked Away From Intel to Design the Mac's Brain Itself
In 2020 Apple walked away from Intel after fifteen years and began designing the Mac's brain itself. The world called it a speed story - the M1 was fast. That missed the point. Apple wasn't buying performance; it was buying the right to stop letting the most important part of its computer be designed by someone else.
Read it →ASML · Moat & CompetitionThe $380 Million Machine Only One Company on Earth Can Build
Every advanced chip in the world - every AI accelerator, every flagship phone - is printed by a machine made by a single Dutch company. ASML's monopoly isn't an accident of patents. It's a moat built from two decades, a captured supply chain, and knowledge no amount of money can buy in a hurry.
Read it →Berkshire Hathaway · People & ControlWhat Happens to a Company Built Around One Irreplaceable Person? Berkshire After Buffett
For sixty years Berkshire Hathaway was, in effect, Warren Buffett. On January 1, 2026, it stopped being - Greg Abel took over as CEO. The handover is the ultimate test of the hardest question in business: can a company that is one person's masterpiece outlive the person?
Read it →Coca-Cola · Business ModelThe Price That Wouldn't Move: How Coca-Cola Got Trapped at a Nickel for 70 Years
From 1886 to 1959, a bottle of Coke cost five cents - through two world wars, the Depression, and decades of inflation. It's the most studied frozen price in economic history, and a masterclass in how the machinery you build to sell something can end up dictating what you charge.
Read it →One question, asked of every company that faced it.
A lens is a single question, asked of many companies. Start from the question in front of you and read how it was answered by the companies that had to answer it, with the reasoning and the outcome attached to each.
Six ways into the same record.
Companies
The companies, read through the decisions that shaped them.
Open companies →By questionStrategic lenses
One question, asked of every company that had to answer it. Start from the question rather than from the company.
Browse lenses →Run the decisionStrategy Packs
A complete kit for one strategic decision — the framework, a deck for the room, a scored wizard, a model that resolves to one number, and the cases behind it.
Open the store →Learn the modelsStrategy Frameworks
The frameworks we read companies through — explained plainly, and where each one misleads.
Browse frameworks →Apply the methodStrategy Playbooks
How the hard moves are actually executed, and the mistakes that recur often enough to plan around.
Open playbooks →Take it with youStrategy Templates
The canvases and worksheets behind the analysis — blank for your own situation, and worked so you can see the level of specificity they ask for.
Browse templates →Take it into the room.
When the decision is yours, a Strategy Pack is what you run it with: the framework, the arithmetic, the moves available to you, the cases behind them, and a page of record for what you assumed. $249, one-time.