TemplateTemplate / formChange Management PlanHow can change management plan improve people, teams, or organisational effectiveness?
keymodelsSearch
Find frameworks by question, context, or constraint.
- Records
- 820
- Domains
- 10
- Tags
- 60
Content type
Resources
48 shownPress ArrowDown from search to enter results
TemplateTemplate / formChange Management PlanHow can change management plan improve people, teams, or organisational effectiveness?
FinanceFramework / modelValuing the firmWhen and how should valuing the firm be applied?Estimate a defensible price for an acquisition or disposal.
TemplateTemplate / formProgram Benefits Sustainment PlanHow can program benefits sustainment plan support strategic choice or positioning?
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?
TemplateTemplate / formProgram Performance ReportHow can program performance report support strategic choice or positioning?
TemplateTemplate / formQuality Management PlanHow can quality management plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formProgram Business CaseHow can program business case support strategic choice or positioning?
TemplateTemplate / formProgram MandateHow can program mandate support strategic choice or positioning?
FinanceTheory / principleReal options theoryWhen and how should real options theory be applied?Use real options reasoning when outcomes are uncertain, management can respond to future information, the response has material economic value and the initial decision affects whether that flexibility remains available. It is especially useful when a conventional discounted cash flow or net present value calculation treats management as passive and therefore misses the value of staged commitment.
StrategyKPI / metricMaking the strategic investment decisionHow should making the strategic investment decision be measured and interpreted?Use this approach when you must choose among strategic alternatives with different costs, benefits, timing and risks. Use payback only as a screening method when a full discounted cash flow analysis is disproportionate or unavailable.
FinanceFramework / modelCapital budgetingWhen and how should capital budgeting be applied?To decide whether a proposed long term investment is expected to create value.
TemplateTemplate / formImpact AnalysisHow can impact analysis improve people, teams, or organisational effectiveness?
TemplateTemplate / formProgram Scope StatementHow can program scope statement support strategic choice or positioning?
TemplateTemplate / formProgram Resource PlanHow can program resource plan improve people, teams, or organisational effectiveness?
FinanceFramework / modelCustomer lifetime valueWhen and how should customer lifetime value be applied?Use it to estimate the economic contribution of a customer over the relationship.
FinanceFramework / modelValue-based managementHow can value-based management support strategic choice or positioning?Use VBM to set goals, evaluate strategy and performance, allocate capital, design incentives, communicate with investors and value businesses or projects. Traditional accounting measures such as earnings per share or return on equity can report profit without charging fully for the opportunity cost of invested capital. VBM makes that charge explicit.
StrategyProcess / methodStatistical methods of demand forecastingHow can statistical methods of demand forecasting support strategic choice or positioning?Use statistical methods when the HOOF approach would benefit from stronger evidence, particularly when estimating historical growth or testing the relationship between demand and an external driver.
StrategyKPI / metricMintzberg’s 5Ps for strategyHow should mintzberg’s 5ps for strategy be measured and interpreted?Use the five Ps when:
OperationsKPI / metricEarned value (EV) metricHow should earned value (ev) metric be measured and interpreted?Answer the key performance question: “To what extent are our projects making the desired progress?”
FinanceFramework / modelActivity-based costingWhen and how should activity-based costing be applied?ABC is particularly useful when overhead is substantial and products or customers vary widely in complexity and handling requirements. By tracing indirect expenditure to the activities that generate it, the method makes those costs more directly attributable. This greater precision can expose opportunities to improve process effectiveness and efficiency while clarifying the true cost of an offer.
Organisational behaviourFramework / modelRisk managementHow can risk management support strategic choice or positioning?Use risk management whenever uncertain events or conditions could materially affect objectives. The depth should match the stakes, reversibility and velocity of the decision.
FinanceFramework / modelWeighted average cost of capitalWhen and how should weighted average cost of capital be applied?Select a discount rate for valuing a business or a project with risk comparable to the company’s existing operations.
FinanceKPI / metricReturn on capital employed (ROCE)How should return on capital employed (roce) be measured and interpreted?Answer the key performance question: “How well are we generating earnings from our capital investments?”
TemplateTemplate / formDecision LogHow can decision log support strategic choice or positioning?
TemplateTemplate / formProgram CharterHow can program charter support strategic choice or positioning?
FinanceFramework / modelDiscounted cash flow (DCF) and net present value (NPV)How can discounted cash flow (dcf) and net present value (npv) support strategic choice or positioning?Use DCF and NPV in capital budgeting and investment appraisal to decide:
TemplateTemplate / formProgram Risk RegisterHow can program risk register support strategic choice or positioning?
StrategyKPI / metricStrategically valuable resources (Collis and Montgomery)How should strategically valuable resources (collis and montgomery) be measured and interpreted?Apply the tests when strategy proposes building core competences, creating a learning organisation or transforming capabilities.
StrategyFramework / modelStick to the knitting (Peters and Waterman)How can stick to the knitting (peters and waterman) support strategic choice or positioning?Keep the maxim in view whenever strategy proposes entry into unfamiliar products, markets or operating models.
InnovationKPI / metricStrategic IT-alignment modelHow should strategic it-alignment model be measured and interpreted?Apply the model when technology is material to delivering or changing the business strategy. IT strategy should not be designed or altered in isolation; alignment must be managed across external choices and internal operating arrangements.
StrategyFramework / modelCreating shared value (Porter and Kramer)How can creating shared value (porter and kramer) support strategic choice or positioning?Use it to search for strategies between pure Maximising shareholder value and Balancing stakeholder interests (corporate social responsibility), where solving a social constraint also improves competitiveness.
FinanceFramework / modelEconomic value added (EVA) and weighted average cost of capital (WACC)How can economic value added (eva) and weighted average cost of capital (wacc) improve people, teams, or organisational effectiveness?EVA brings two principles into investment and operating decisions:
TemplateTemplate / formProgram Issues RegisterWhen and how should program issues register be applied?
TemplateTemplate / formChange Request LogHow can change request log support strategic choice or positioning?
TemplateTemplate / formLessons Learned Data BaseHow can lessons learned data base improve people, teams, or organisational effectiveness?
TemplateTemplate / formGovernance Decision RegisterHow can governance decision register improve people, teams, or organisational effectiveness?
TemplateTemplate / formPhase Gate Review AgendaWhen and how should phase gate review agenda be applied?
TemplateTemplate / formContingency PlanHow can contingency plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formProgram Quality ChecklistHow can program quality checklist improve people, teams, or organisational effectiveness?
StrategyMatrix / portfolioThe attractiveness/advantage matrix (GE/McKinsey)How can the attractiveness/advantage matrix (ge/mckinsey) support strategic choice or positioning?Use it whenever the organisation must evaluate and rebalance a portfolio of product market segments.
TemplateTemplate / formBenefits RegisterHow can benefits register support strategic choice or positioning?
TemplateTemplate / formProgram Stakeholder Inquiry RegisterHow can program stakeholder inquiry register improve people, teams, or organisational effectiveness?
TemplateTemplate / formComponent Stakeholder Engagement GuidelinesHow can component stakeholder engagement guidelines improve people, teams, or organisational effectiveness?
TemplateTemplate / formProgram Benefits StatementWhen and how should program benefits statement be applied?
StrategyFramework / modelBenchmarkingHow can benchmarking support strategic choice or positioning?Use it to examine a specific operating process, locate the performance gap between the firm and relevant peers, and decide how far closing that gap should feature in strategy.
OperationsFramework / modelLinear programmingHow can linear programming support strategic choice or positioning?Use linear programming for production planning, scheduling, routing, blending, assignment, network and portfolio allocation problems where decisions are divisible or can be extended with integer constraints.
StrategyMatrix / portfolioThe composite risk index and the 5×5 risk matrixHow can the composite risk index and the 5×5 risk matrix support strategic choice or positioning?Use the index to prioritise risks in strategy, projects, operations, safety, healthcare and governance.