Our proprietary framework, honed over three decades and across industries, delivers on the promise of strategy where conventional models fall short. It starts with a clearer definition of strategy: a unique and crystal-clear reason to choose our clients over the competition. A reason to choose links offering, operations, and narrative into a single, coherent logic of advantage.
Reason Doctrine was specifically designed for preference contests—situations in which a chooser (customers, prospects, stakeholders, investors) selects between competing alternatives. What sets it apart is its focus on the chooser: not just what makes the company different, but what motivates choosers to prefer it over the competition.
Traditional frameworks tend to define advantage through market structure or through continuous adaptation (e.g., design thinking). Reason Doctrine applies a higher standard, on three levels:
- strategic focus as a competitive asset.
- competitive advantage as a function of chooser behavior, and
- positioning as the linchpin of the entire system.
Reason Doctrine focuses not only on identifying what the organization alone can win at, but pays equal attention to what it must walk away from. It forces tradeoffs, exposes false alignment, and pinpoints what actually motivates desired behaviors—across internal priorities, operations, products, and sales & marketing.
The result is an explicit, directional, and actionable logic of advantage that can be embedded in human and technology resources.