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What Needs to Be True? A Simple Framework for Evaluation
Kim, K. Dennie Technical Note S-0418 / Published December 19, 2023 / 3 pages.
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Product Overview

For strategists, a good hypothesis is invaluable, both as a starting point and as a guide to help structure a good analysis. A hypothesis-driven approach is widely regarded as the gold standard in tackling problems where uncertainty and ambiguity make it difficult to identify obvious solutions. “What needs to be true?” (WNT) is a framework that highlights the power and importance of assumptions in strategic decision-making; thus, it is an essential complement to a hypothesis-driven mindset. It is meant to be an “everyday carry” tool in the strategist’s arsenal—something that is simple and compact enough to be quickly deployed on the fly. It is versatile and can be used as a reliable starting point for any evaluative exercise.



Learning Objectives

- Introduce a strategic tool used for strategic decision-making - Practice using the "what needs to be true?" framework to examine and understand reasons behind courses of action already taken - Present a framework that could be used to move stakeholders from their original position


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  • Overview

    For strategists, a good hypothesis is invaluable, both as a starting point and as a guide to help structure a good analysis. A hypothesis-driven approach is widely regarded as the gold standard in tackling problems where uncertainty and ambiguity make it difficult to identify obvious solutions. “What needs to be true?” (WNT) is a framework that highlights the power and importance of assumptions in strategic decision-making; thus, it is an essential complement to a hypothesis-driven mindset. It is meant to be an “everyday carry” tool in the strategist’s arsenal—something that is simple and compact enough to be quickly deployed on the fly. It is versatile and can be used as a reliable starting point for any evaluative exercise.

  • Learning Objectives

    Learning Objectives

    - Introduce a strategic tool used for strategic decision-making - Practice using the "what needs to be true?" framework to examine and understand reasons behind courses of action already taken - Present a framework that could be used to move stakeholders from their original position