EclipseFrontiers
Business Analysis Tool
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Analysis Toolkit

Nine structured, deterministic analysis tools for root cause investigation, risk prioritisation, strategic assessment, and decision making. Every output is traceable to your inputs — no black boxes.

Methodology: The 5 Whys drills iteratively from a symptom to its root cause. This tool validates each step for logical continuity, flags vague or circular reasoning, and scores confidence based on specificity, evidence linkage, and depth reached. Each "Why" answer must directly explain the item above it.
Define the Problem
State the observable problem clearly and specifically. Vague problems produce vague root causes.
The 5 Whys Chain
Answer each "Why?" as specifically as possible. Each answer must directly explain the item above it. The tool flags vague or disconnected answers in real time.
Methodology: The Ishikawa Diagram maps potential causes across six standard categories (6M framework). This tool scores each category by volume and specificity, applies weighted analysis to surface the most likely cause category, and generates prioritised investigation recommendations.
Define the Effect (Problem)
Map Potential Causes by Category
Enter all possible causes in each category. At least 2 causes per category gives the most reliable output.
Methodology: FMEA scores each failure mode on three dimensions: Severity (impact if it occurs, 1-10), Occurrence (frequency likelihood, 1-10), Detection (how hard to detect, 1-10). RPN = S x O x D. RPN 200+ = Critical action required immediately. 100-199 = High, action within 30 days. Under 100 = Moderate, monitor quarterly.
Failure Mode Potential Effect Potential Cause Current Controls S
1-10		 O
1-10		 D
1-10		 RPN
Methodology: Fault Tree Analysis works top-down from an undesired Top Event through logic gates to Basic Events. AND gates: all inputs must occur (multiply probabilities). OR gates: any input causes the outcome (1 minus the product of complements). The tool computes overall failure probability and identifies Minimal Cut Sets — the critical paths that most need mitigation.
Causal events

Enter events from highest to lowest level. Assign gate type and probability (0 to 1).

Methodology: Kepner-Tregoe Decision Analysis separates MUST criteria (non-negotiable pass/fail) from WANT criteria (desirable, weighted 1-10). Alternatives are scored 1-10 against each WANT. Weighted score = sum of (weight x score). Any alternative failing a MUST is eliminated. The tool computes, ranks, and shows the margin of preference.
MUST Criteria (pass/fail — eliminate any alternative that fails)
WANT Criteria (weighted importance 1-10)
Alternatives to evaluate
Methodology: Pareto Analysis applies the 80/20 rule — ranking causes or issues by score to identify the vital few that produce the majority of the problem. Items are ranked, cumulative percentages computed, and the 80% threshold identified. Items in the vital few are flagged for immediate action.
Issues / Causes with scores
Methodology: SWOT (Strengths, Weaknesses, Opportunities, Threats) is a structured strategic planning framework originating from Stanford Research Institute (1960s). This tool scores each factor for impact (1–5) and rates your confidence in the assessment. It then computes a Strategic Position Index (SPI) — a weighted score that determines whether your organisation is in an offensive, defensive, adaptive, or survival posture — and generates SO/WO/ST/WT strategic moves from the cross-matrix.
Context
▲ Strengths
Internal advantages — what you do better than anyone else
▼ Weaknesses
Internal limitations — gaps that place you at a disadvantage
▶ Opportunities
External possibilities — favourable conditions you could exploit
⚠ Threats
External risks — forces that could harm performance or position
Methodology: PESTLE (Political, Economic, Social, Technological, Legal, Environmental) is a macro-environmental scanning framework used in strategic planning, market entry, and risk assessment. Each factor is rated for impact (positive or negative, 1–5) and likelihood (1–5) to produce a weighted Environmental Pressure Score. The tool applies a directional flag (opportunity vs threat) and synthesises a Strategic Readiness Rating against the macro environment.
Methodology: This ROI calculator goes beyond the basic formula. It computes Simple ROI (net benefit ÷ cost), Annualised ROI (adjusted for time horizon), Net Present Value (NPV) using discounted cash flows, Payback Period, Break-Even Point, and Risk-Adjusted ROI applying a probability-weighted downside scenario. All formulas are standard corporate finance methodology (CFA Institute / CIMA approved).
Investment & Returns
Enter your cost and benefit figures
All costs: capex, implementation, training, ongoing fees over the period
Revenue gained, costs saved, productivity value — over the same period
For NPV: your required rate of return. Corporate average: 8–12%
Cash Flow Profile
How costs and benefits are spread over time
Risk Adjustment
How confident are you the projected benefits will be fully realised?
If things go wrong, by what % would benefits be reduced?
Context
ROI Analysis
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