Terminology Doesn't Build Momentum

I've written before about words and the terminology that people use, and how many (yes, consultants included) try to manipulate those words to their own purpose and advantage. I've stumbled upon a new debate over the last few months that I've been both thinking and chuckling about lately.

Have you ever been in a strategy session where someone says, “We need a better framework”? A minute later, someone suggests, “Maybe a different model would help.” Then comes, “We should implement a system, or a more agile methodology.”

Suddenly, we’re not solving business problems, we’re trading buzzwords.

I’ve been in those rooms. Plenty of them. More often than not, eventually, someone (usually the most pragmatic) finally says, “Let’s just find something that works.”

In business, especially when designing or evolving a Business Operating System (BOS), we often use words like framework, methodology, system, tool, model, and approach interchangeably. Each term sounds official, each promises structure and progress. But let’s be honest: are these really distinct? Or are we just dressing up the same concept in different outfits?

I don't want to get overly academic (I'm not pulling out my thesaurus). Still, I do want to ask a practical question: Do the differences really matter when it comes to execution?

A Quick Pass Through the Definitions

Here’s how these terms generally stack up:

• Framework: A high-level structure that outlines key components or concepts. Think of it as scaffolding for thought. It guides understanding without prescribing detailed steps. Example: SWOT, Porter’s Five Forces.

• Model: A simplified representation of reality. It can be conceptual (like McKinsey’s 7S) or mathematical (like a forecasting model). Models are often used to analyze or simulate various scenarios. Think of them as “how it works” in theory. Example: The Business Model Canvas.

• Methodology: A prescribed way of doing something, with defined steps or methods. It’s more process-driven and operational than a framework or model. Example: Hoshin Kanri or Agile.

• System: A set of interconnected elements designed to function together toward a goal. It’s more than theory; it’s the organized combination of people, processes, technology, and feedback loops. Example: Your BOS or Quality Management System.

• Tool: A specific mechanism or technique used to execute part of a methodology or system. It’s the most tactical. Think dashboards, templates, or a Kanban board.

• Approach: The general way you decide to tackle something. It’s often more philosophical or strategic than structured. It reflects your attitude or angle. Example: A customer-centric approach or iterative approach.

They’re all slightly different, but only slightly. And that’s where it gets interesting.

Theory vs. Reality: Where the Terms Get Blurry

In theory (like above), each term has its place. In practice? It’s a blur.

A “model” like the Balanced Scorecard often gets called a “framework” because it structures thinking. However, it then morphs into a “methodology” when organizations begin applying it through specific processes. Eventually, it becomes part of a “system” with tools, reviews, and embedded behaviours. Tell me that isn't confusing.

You start with a model. You wrap it in a methodology. You build a system to run it. You use tools to execute it. And you adopt an approach to guide how you bring it to life.

It’s a tangled web, and a perfectly normal one.

What matters is not whether you’ve labelled something correctly, but whether your team knows what to do with it. Remember this: Clarity of action beats clarity of vocabulary every time.

The Business Operating System: Where It All Comes Together

Let’s look at this through the lens of a BOS. A good BOS is a living ecosystem of models, frameworks, methodologies, systems, tools, and approaches, interwoven to deliver consistent execution.

Here’s a snapshot of what might be inside a BOS:

• Models: Business Model Canvas, Strategy Diamond, McKinsey 7S

• Frameworks: PESTEL, SWOT, Five Forces

• Methodologies: OKRs, Hoshin Kanri, Agile

• Systems: Quality Management System, PDSA, Lean, your custom BOS

• Tools: KPI dashboards, scorecards, stand-up agendas, feedback forms

• Approaches: Data-driven decision-making, continuous improvement, customer-first

All these components are valid. But they’re not standalone. They work when they’re integrated, when the models inform the frameworks, the frameworks guide the methodologies, the methodologies live inside systems, the systems are enabled by tools, and all of it is steered by a clear approach.

That’s where business performance starts to accelerate.

Why the Terminology Trips Us Up

I’ll be blunt: people often get stuck on terminology because they’re not clear on intent or execution.

It’s easier to say, “We need a new framework” than to say, “We haven’t agreed on how we make strategic decisions.” Or, “Let’s build a system,” when what you really need is accountability around a process.

In smaller or scaling businesses, this becomes even more complicated. People borrow terms from big consulting firms or enterprise playbooks, but don’t ground them in practical use. You hear phrases like “We’re adopting the McKinsey model,” but nobody can explain what that means on Monday morning.

That’s a problem. Not because the words are wrong, but because the action is missing.

Does the Terminology Matter?

Yes. And no.

Yes, because shared language is essential for alignment. If your leadership team uses “framework” and “model” interchangeably but means different things, you’ll end up misaligned without realizing it.

But also no, because your success doesn’t hinge on whether you chose the right word. It hinges on whether your people are aligned, equipped, and executing.

The best teams I’ve worked with didn’t obsess over definitions. They obsessed over outcomes. They didn’t care whether it was a tool or a model; they cared whether it helped them get better, faster.

My Take? Don’t Worship the Vocabulary

Here’s where I land: the terminology only matters until the work starts.

Once you're in the trenches, running stand-ups, reviewing KPIs, adjusting strategy, it doesn't matter whether what you’re using is technically a framework, a methodology, or a model. What matters is whether it’s being used, whether it's working, and whether it's driving improvement.

Language should serve execution, not the other way around.

The Takeaway

Understand the terms, yes. Build shared language, yes. But don’t let terminology become a distraction from what really matters: clarity, focus, iteration, and aligned action.

Ultimately, whether you call it a model, a method, or a system, what drives your business forward is execution.

Because in the end, it's not what you call it, it’s what you do with it that counts.