Ever since strategy arose as a managerial discipline in the 1960s, business leaders have been honing their analysis of where and how to compete, grow, and best manage their organizations. Strategic and organizational models or frameworks help inform these decisions, offering shorthand for qualitative analysis of potential scenarios and insight on what options to adopt.

Today’s complex business environment has rendered some of these models obsolete, but others have endured. In this series of interactive presentations, McKinsey Quarterly presents a selection of frameworks, highlighting their origin, utility, and lasting relevance.