What about a product portfolio?

This framework was primarily designed for a single-product scope, but it also works at the portfolio level.

At the portfolio level, your business strategy sets the overarching customer type and high-level need that spans the individual products. It also may define portfolio-level defensibility, articulating how the products reinforce each other and collectively strengthen competitive advantage. The portfolio should be greater than the sum of its parts.

At the product level, each product still needs its own specific value thesis. The product inherits the overarching direction of the portfolio, but must define its specific users, their problems, and its differentiation. The product should also have a clear view on defensibility, both as an individual product and as part of the portfolio.

For example, in its pivot from an education-first to a tools-first company, Reforge's five products share a company-level thesis to "help product teams operate at the cutting edge." But each product targets a different part of a product team's workflow: understanding feedback, running research, prototyping, shipping. This means each product has its own competitive set and differentiation. The products share the same broad customer type, the high-level need of working at the edge of AI-first practices, and some cross-product defensibility.

The trap to avoid is letting portfolio-level strategy become an excuse for vague product-level strategy. "We're part of a platform play" is not a product thesis. Each product still needs an integrated answer to the four thesis questions. If a product can't articulate why customers choose it independently of the portfolio, it doesn't have a thesis yet.