I see smart teams spend a surprising amount of time arguing about frameworks.
Not because the work is especially complex.
But because models somehow stop being treated as tools and start being treated as truth.
That is usually where things go wrong.
The problem is not that models are wrong. We know they are.
It is that we start expecting any single one to be complete, coherent, and somehow “correct”.
In practice, strong innovation systems do something much simpler.
They use several partial models at the same time.
Each one draws attention to something different.
Each one earns its place by being useful for a specific purpose.
The truth does not sit inside any one framework.
It shows up in the overlap between them.
And in the end, people do not buy frameworks.
They buy the brands, products, services, and experiences that the frameworks inspire.