Frameworks
One analysis, read through the frameworks your team already uses
Nobody adopts a new scoring system to please a tool. The analysis is scored once and then read through the frameworks your board, your team or your investors already speak — with the limits of each translation stated rather than hidden.
Why a mapping rather than five analyses
Running the same idea through five rubrics separately produces five answers that disagree for reasons nobody can trace. Mapping one scored analysis into five views keeps a single set of evidence underneath, so a disagreement between two views is a real tension in the idea rather than an artefact of scoring it twice.
It also makes the translation auditable. Every framework view names which of the nine dimensions it drew on, so you can see why a lens said what it said.
The five lenses
Each is derived from the same nine scores. None is an official implementation, and the attribution for every one of them is on the disclaimer page.
| Lens | What it is for, and what it misses |
|---|---|
| SVPG — valuable, feasible, viable | Marty Cagan’s three criteria, useful when the question is whether to build at all. All three must hold at once, which makes it good at catching the idea that is wanted but unbuildable. It says nothing about timing. |
| ICE — impact, confidence, ease | A prioritisation score, useful for ranking this idea against others in your pipeline rather than judging it alone. Its weakness is well known: confidence is the term people inflate. |
| Lean Canvas | A one-page business model, filled in from the analysis: problem, solution, unique value proposition, channels, revenue streams, cost structure. The empty blocks are the point — an unfillable block is an untested assumption. |
| VC pitch dimensions | Market size, product differentiation and why now. This lens deliberately omits team and traction, because the analysis evaluates the idea and not the founder. |
| Kill criteria | The inverse view: what would have to be true for this to be a bad idea, and whether any of it already is. The only lens that is designed to end the project. |
What a mapping cannot do
A framework is a way of organising a judgement, not a source of new evidence. Reading a weak analysis through five lenses produces five weak answers, and the fifth does not make the first more true.
The mappings are also lossy in a specific way: each lens drops the dimensions it does not use. A strong ICE score can sit on top of a distribution problem the ICE view never asks about, which is why the nine metrics remain the primary reading and the lenses the secondary one.
Attribution
These frameworks belong to the people who created them. SVPG is Marty Cagan’s, ICE was popularised by Sean Ellis, Lean Canvas was developed by Ash Maurya and is a registered trademark of Leanstack. Oscar is not affiliated with, endorsed by, or in partnership with any of them, and the derivations here are independent interpretations rather than official implementations.
The full attribution, including trademarks, is on the disclaimer page.
Free, and every lens is included.