Options · Explore, Choose

Real options framing

Turns a single large irreversible bet into a sequence of smaller ones with decision points between them. Buys information at the price of some speed, which is usually a good trade and occasionally a fatal one.

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Stage
02 Explore, 03 Choose
Works at
Corporate, Business
Maturity
Scaling → Large organisation
Time
Half a day

What it is

Applying options thinking to strategic commitments: rather than deciding once, you buy the right to decide later by staging the investment. The value comes from uncertainty resolving between stages, which means it is worth nothing where nothing will be learned.

The underlying commitment
The full move you would otherwise make in one go, with its cost and its irreversibility stated.
Stages
The commitment broken into tranches, each small enough to stop and substantial enough to generate real information.
Gate conditions
What must be true to proceed from one stage to the next. Numeric and agreed in advance, or the gate becomes a discussion about sunk cost.
Information value
What genuinely becomes clearer between stages. If the answer is nothing, the option has no value and staging is simply delay.
The cost of the option
Duplicated setup, slower scale, lost first-mover position. Optionality is bought, not free, and the price should be explicit.
Expiry
Whether the opportunity remains available. Options on things that disappear are not options.
The mistake people makeStaging is genuinely valuable when uncertainty resolves and the opportunity waits. It becomes an expensive way to avoid a decision when neither is true — and a team that dislikes committing will reach for this framing precisely then.
What it’s forA big commitment could be broken into staged bets with decision points.
What it’s not forThe opportunity closes if you hesitate. Some doors do not stay open.

How you run it

  1. Name what you would learn by waitingAn option is only worth something if uncertainty resolves. If nothing will be clearer in six months, staging just delays you.
  2. Break the commitment into stagesEach stage should be small enough to abandon and large enough to teach you something. A pilot that proves nothing is worse than no pilot.
  3. Define the gate conditions in advanceWhat must be true to fund the next stage — a number, a threshold, a signal. Agreed before stage one, not argued after it.
  4. Price the optionStaging costs money and time: duplicated setup, slower scale, a competitor's head start. Name that cost rather than assuming optionality is free.
  5. Check the door stays openSome opportunities close. If a competitor moving first ends the option, this framing is a comfortable way to lose.

The prompt

Two ways to run it

Run this tool in your own Claude

The short prompt starts your partner against the library on your disk. The long one carries everything with it and needs nothing installed.

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