StrategyMatrix / portfolioAnsoff’s matrix and product market gridHow can ansoff’s matrix and product market grid support strategic choice or positioning?The appropriate route to corporate growth depends on the risk the organisation can accept, its current portfolio of products and markets, and whether it intends to build around existing or new offers and customers. Systematic planning begins with a clear view of the distance between today’s position and the desired future one. The product/market grid and the later Ansoff cube help managers describe that gap and identify possible growth directions.
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StrategyMatrix / portfolioAnsoff’s matrix and product market gridHow can ansoff’s matrix and product market grid support strategic choice or positioning?The appropriate route to corporate growth depends on the risk the organisation can accept, its current portfolio of products and markets, and whether it intends to build around existing or new offers and customers. Systematic planning begins with a clear view of the distance between today’s position and the desired future one. The product/market grid and the later Ansoff cube help managers describe that gap and identify possible growth directions.
StrategyTemplate / formQuarterly business reviewHow should a team connect past outcomes, current metrics, next priorities, risks, and leadership asks?
StrategyFramework / modelCreating value from mergers, acquisitions and alliancesHow can creating value from mergers, acquisitions and alliances support strategic choice or positioning?Use this assessment for every proposed merger, acquisition or alliance, from initial rationale through valuation and integration planning.
TemplateTemplate / formProgram Final ReportHow can program final report improve people, teams, or organisational effectiveness?
OperationsTemplate / formLaunch planHow will a product move from readiness work through release, communication, support, and follow-up?
OperationsFramework / modelObjective-oriented project planning (OOPP)How can a team connect project activity to measurable outcomes, strategic purpose, evidence, and external assumptions?Use OOPP when a project is strategically important, involves several functions, or depends on behaviour and conditions that the delivery team cannot create directly. It is also useful when:
People & OrganisationFramework / modelStructured interview architectureHow do role criteria, common questions, work samples, rubrics, and independent scoring fit together?Use the structured interview architecture when people working on hiring and onboarding are using different mental models for role outcomes, competencies, and questions, and that difference is changing choices or coordination.
OperationsTemplate / formObjective-oriented project planning matrixHow should a team document and test the complete causal design of a project before and during delivery?
TemplateTemplate / formContracts Management PlanHow can contracts management plan improve people, teams, or organisational effectiveness?
OperationsMatrix / portfolioProbability/Impact MatrixHow can probability/impact matrix support strategic choice or positioning?Prioritise risks recorded in a programme risk register.
TemplateTemplate / formProgram Governance PlanHow can program governance plan support strategic choice or positioning?
MarketingFramework / modelPESTHow can pest support strategic choice or positioning?To assess four major macro factors that may shape a company’s future.
TemplateTemplate / formBenefits Realization PlanHow can benefits realization plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formChange Management PlanHow can change management plan improve people, teams, or organisational effectiveness?
StrategyTemplate / formProduct strategy one-pagerWhich product strategy choices should guide priorities, trade-offs, and near-term moves?
TemplateTemplate / formProgram Risk Management PlanHow can program risk management plan improve people, teams, or organisational effectiveness?
Organisational behaviourFramework / modelStorytellingHow can storytelling improve people, teams, or organisational effectiveness?Weave an appropriate story into a conversation to disclose something about yourself, engage people in an idea, teach, solve a problem, sell an offer or focus attention on what matters at work.
Organisational behaviourTemplate / formProduct team operating modelHow will a cross-functional product team divide responsibilities and run recurring work?
InnovationTemplate / formBeta briefWhat must a beta learn, from whom, under what controls, and by when?
StrategyFramework / modelSWOT analysisHow can swot analysis support strategic choice or positioning?Use SWOT to connect internal resources and capabilities with the competitive conditions around the organisation. It can support the development and selection of strategy, or any other decision for which the objective and scope have first been defined clearly.
TemplateTemplate / formProcurement Management PlanHow can procurement management plan support strategic choice or positioning?
InnovationFramework / modelStage gate new product developmentHow can stage gate new product development support strategic choice or positioning?Use a stage gate process to manage the development and launch of products, services, technologies or substantial product changes when:
StrategyTemplate / formCustomer-facing roadmap strategyWhat should a public or customer-facing roadmap communicate, to whom, and with what confidence?
Organisational behaviourTemplate / formWays-of-working agreementHow will the team communicate, decide, coordinate work, handle conflict, and review its agreements?
MarketingFramework / model4Ps of marketing (Kotler)How can 4ps of marketing (kotler) support strategic choice or positioning?Marketing and sales connect the customer's perspective with the organization's. Reviewing the four elements reveals how the organization currently interacts with customers, how it could serve prospective customers and how its offer is positioned in their minds. The mix is a tactical toolkit within marketing strategy, and repeated adjustment helps the organization respond to changing needs in a chosen segment while supporting corporate strategy.
FinanceFramework / modelValuing the firmWhen and how should valuing the firm be applied?Estimate a defensible price for an acquisition or disposal.
TemplateTemplate / formProgram Management PlanHow can program management plan support strategic choice or positioning?
TemplateTemplate / formProgram Benefits Sustainment PlanHow can program benefits sustainment plan support strategic choice or positioning?
FinanceKPI / metricPrice quality strategyHow should price quality strategy be measured and interpreted?Guide positioning and pricing for a product or service.
StrategyTemplate / formDecision memoHow can a consequential decision be framed, compared, authorized, and recorded?
TemplateTemplate / formProgram Financial PlanWhen and how should program financial plan be applied?
TemplateTemplate / formProgram Review AgendaHow can program review agenda support strategic choice or positioning?
StrategyKPI / metricStrategic dialogueHow should strategic dialogue be measured and interpreted?Use strategic dialogue when an organisation must make and implement choices across functions, or when success depends on knowledge and commitment held by partners and stakeholders. It is particularly useful where analysis alone will not create shared understanding, yet leaders still need a disciplined path from exploration to decision and delivery.
TemplateTemplate / formProgram Performance ReportHow can program performance report support strategic choice or positioning?
OperationsTemplate / formStandard operating procedureHow should a repeatable process define purpose, boundaries, responsibilities, steps, risks, escalation, and references?
OperationsTemplate / formMetrics dashboard design checklistDoes a dashboard make definitions, comparisons, cohorts, and exceptions easy to understand?