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.
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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.
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?
OperationsTemplate / formMetrics dashboard design checklistDoes a dashboard make definitions, comparisons, cohorts, and exceptions easy to understand?
People & OrganisationTemplate / formBusiness-development role scorecardWhat capabilities distinguish strategic deal work from charisma without execution?
People & OrganisationTemplate / formM&A valuation factor scorecardWhich common and acquisition-type-specific factors should inform willingness to pay?
Organisational behaviourTemplate / formHiring-manager preparation checklistHas the hiring manager defined the role, loop, interviewers, evidence bar, and candidate experience?
People & OrganisationTemplate / formAcquisition screening scorecardWhich targets deserve deeper diligence based on strategic fit, uniqueness, economics, team, and integration?
People & OrganisationTemplate / formBoard member specificationWhich experience, perspective, behavior, and time commitment should a board seat add?
People & OrganisationTemplate / formIPO readiness workstream mapWhat workstreams, decisions, owners, dependencies, and governance are required for IPO preparation?
People & OrganisationTemplate / formExecutive reference-check guideWhat evidence from former colleagues predicts an executive's impact and talent magnetism?
MarketingTemplate / formProduct vocabulary registerHow can a company keep product names, terms, definitions, and usage consistent?
People & OrganisationTemplate / formLate-stage investor selection scorecardWhich funding source best fits the company's capital need, governance, strategy, and future path?
People & OrganisationTemplate / formMedia training planHow should company spokespeople prepare for formats, difficult questions, and message discipline?
People & OrganisationTemplate / formMarketing leader scorecardWhich leadership, operational, narrative, and functional-breadth capabilities does this company need?
People & OrganisationTemplate / formVP Product role scorecardWhat must a VP Product deliver in strategy, talent, discipline, and cross-company process?
StrategyKPI / metricBlue ocean strategy (Kim and Mauborgne)How should blue ocean strategy (kim and mauborgne) be measured and interpreted?Use the approach when a red ocean position offers limited prospects for profitable growth. In their twenty fifteen work on “red ocean traps,” Kim and Mauborgne identified six mental models that obstruct market creation:
People & OrganisationTemplate / formExecutive onboarding and early-wins planHow should an executive learn the organization, integrate relationships, clarify authority, and create early value?
People & OrganisationTemplate / formBoard meeting preparation planHow should management prepare board members so meeting time is used for strategy and decisions?
People & OrganisationTemplate / formBoard observer protocolWhat access, participation, confidentiality, and meeting norms should apply to observers?
People & OrganisationTemplate / formBoard engagement plannerHow can a company use each board member's coaching, recruiting, customer, and strategic strengths?
People & OrganisationTemplate / formMarketing organization design canvasHow should marketing capabilities be organized for the company's product, customer, and growth model?
People & OrganisationTemplate / formCompany narrative rehearsalCan a spokesperson tell a concise, authentic company story and handle likely objections?
Organisational behaviourTemplate / form30-60-90 onboarding planWhat outcomes, relationships, learning, and practice should a new team member complete in 30, 60, and 90 days?
People & OrganisationTemplate / formIndependent director scorecardHow should a company compare independent director candidates consistently?
Organisational behaviourTemplate / formOwnership planHow should ownership transfer or evolve without losing decisions, context, and stakeholder trust?
People & OrganisationTemplate / formM&A stakeholder mapWhose support, expertise, approval, and communication are needed across an acquisition?
People & OrganisationTemplate / formAcquired-team assessment planHow should an acquired team be assessed fairly while preserving the hiring bar and deal context?
People & OrganisationTemplate / formHiring quality retrospectiveHow can hiring evidence be compared with later performance to improve role design and assessment?
People & OrganisationTemplate / formBoard meeting agendaHow should a board meeting balance business review, strategic discussion, decisions, and follow-through?
People & OrganisationTemplate / formExecutive benchmark interviewHow can founders learn what excellent looks like before designing an unfamiliar executive role?
People & OrganisationTemplate / formVP Product onboarding and delegation planHow should a CEO transfer product context and authority while preserving appropriate involvement?
People & OrganisationTemplate / formDownturn communication planHow should leaders explain financial context, decisions, uncertainty, and expectations during a downturn?
People & OrganisationTemplate / formManager transition planHow can an employee move between managers without losing context, development history, or trust?
People & OrganisationTemplate / formCEO-COO responsibility mapHow should a CEO and COO divide ownership, joint decisions, and conflict resolution?
People & OrganisationTemplate / formM&A road mapWhich talent, product, and strategic gaps might acquisitions address over time?
People & OrganisationTemplate / formOrganizational design horizon canvasWhat structure is most pragmatic for the next 6 to 12 months?
People & OrganisationTemplate / formExecutive success profileWhich functional, leadership, collaboration, communication, and ownership signals define success?
People & OrganisationTemplate / formCulture operating guideHow can a company explain the few cultural principles that should guide everyday behavior?
OperationsTemplate / formLaunch readiness scorecardIs the launch ready to proceed, and which gaps or exceptions still require a decision?
People & OrganisationTemplate / formStrategic target relationship planHow should a company build trusted relationships with potential strategic targets before a transaction?
People & OrganisationTemplate / formExecutive role-horizon scorecardWhat must an executive be able to build and lead over the next 12 to 18 months?
People & OrganisationTemplate / formAcquisition objection briefHow should a deal team test common build, quality, integration, competition, and failure objections?
People & OrganisationTemplate / formCandidate offer-and-close planHow can a team coordinate a clear, fair, and timely offer process?
StrategyFramework / modelBusiness as a community (Handy)How can business as a community (handy) support strategic choice or positioning?Use Handy’s perspective when defining corporate purpose, governance, employee voice and the organisation’s responsibilities to society and the environment.
StrategyKPI / metricStrategic due diligence and the market contextual plan reviewHow should strategic due diligence and the market contextual plan review be measured and interpreted?Use strategic due diligence and the Market Contextual Plan Review to refine a strategy or business plan before committing capital. The ambition is a plan robust enough to survive forensic examination by a specialist adviser acting for a demanding investor.
MarketingFramework / modelMarket sizingHow can market sizing support strategic choice or positioning?To estimate the volume and value of an existing or potential market.
FinanceFramework / modelBond valuationWhen and how should bond valuation be applied?To estimate a bond’s value when considering a purchase or sale.