Start by clarifying how the two objectives relate. If one is primary and the other is a constraint, your structure should reflect that rather than treating both as equally weighted by default.

When both genuinely matter, separate the drivers of each objective and include the tradeoffs or interactions that determine whether a solution improves one at the expense of the other.

For profit and market share, for example, price cuts may help share but hurt margin, so the structure should make that tension visible rather than hiding it in separate buckets.

Restate the decision criteria before structuring. A good framework should help the client choose between options, not merely create two parallel lists. A concise, evidence-based explanation will usually sound stronger than a long defensive one. For more detail, see the case interview guide.

Two objectives probably need a clear priority before the structure starts.