Why Frameworks Matter: Leading with Clarity and Curiosity
There’s something deceptively neat about a framework.
Early in my career, I was introduced to models like SWOT analysis, Herzberg’s Two-Factor Theory, and Maslow’s Hierarchy of Needs. They offered ways to explain complexity, but something always felt unfinished. I could see how they might be applied, but not why they were the right model in the first place - or how they truly connected to the lived realities of leadership and work.
Why Theory Alone Isn’t Enough
At the same time, I was watching leaders within the business grapple with real challenges. Some were clear about why decisions were being made, but others seemed to rely on instinct or tradition, often struggling to articulate purpose or direction. It became clear to me that theory alone wasn’t enough. What mattered was how - and when - a framework was used.
This distinction is why so many leadership and project management standards - for example the Body of Knowledge from APM - embed frameworks at their core. They are not designed as fixed answers, but as structured ways of making better sense of complexity.
From Collecting to Applying
Over time, I began to ‘collect’ frameworks. Not in a technical sense, but as a way of thinking. Some offered language for complexity, whilse others helped bring clarity to ambition or structure to transformation. I've often found that the most powerful are rarely applied exactly as written, but instead, I've found myself adapting and combining them to fit the context at hand.
Case in point: when leading the integration of three separate business units into a single organisation, I turned first to the value chain model. On paper, it looked simple: map activities from end to end, but In practice, it revealed hidden hand-offs and overlaps that offered new insight and opportunity to improve business performance. By adapting the model to our operations, we created a shared picture of where value was created, where it was lost, and how to redesign for growth.
There is an important distinction to draw here: frameworks are not answers in themselves, but hey are tools for better questions.
Frameworks as Tools for Better Questions
Used well, frameworks prompt us to pause, reflect, and align. They create shared understanding when the stakes are high and the pace is fast. They bring order to complexity without stripping away nuance.
But they can also be misused. The most common trap I’ve seen - and one I fell into early in my career - is treating a framework as templates to be filled in. The real power comes not from completing the boxes, but from the conversations they spark and the insights they unlock.
If you want to test this for yourself, try asking:
Which framework might help me structure this problem?
What assumptions do I need to make - and do they fit my context?
How could I adapt it to bring clarity for my team?
Even sketching a simple model on a page or whiteboard - a few boxes and arrows - can change the conversation.
Looking Ahead: A Personal Guide to Frameworks in Practice
This mini-series is about sharing some of the frameworks that have shaped my leadership thinking and practice over the years. Not as textbook models, but as applied tools that have helped unlock clarity, alignment, and progress in complex environments.
I’ll explore where each framework comes from, how I’ve adapted it in real-world settings, and the impact it made possible. That will include approaches such as service orientation, value chains, the business model canvas, and capability planning, along with others that have proven to be useful in my leadership journey along the way.
I don’t approach frameworks as an academic or theorist. I approach them as a practitioner who believes that with the right mindset, they can simplify complexity and enable better leadership.
Because in my experience, leadership isn’t about having all the answers. It’s about asking better questions - and choosing the right tools to find the way through.
👉 In the next article, I’ll explore service orientation - a framework that distinguishes between customer-facing and internal operations, and how it can bring clarity to transformation.
