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.
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:
OperationsTemplate / formObjective-oriented project planning matrixHow should a team document and test the complete causal design of a project before and during delivery?
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.
StrategyTemplate / formProduct strategy one-pagerWhich product strategy choices should guide priorities, trade-offs, and near-term moves?
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?
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.
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 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?
MarketingTemplate / formProduct naming briefWhat must be understood before generating and evaluating a product or feature name?
People & OrganisationTemplate / formBusiness-development role scorecardWhat capabilities distinguish strategic deal work from charisma without execution?
MarketingTemplate / formGo-to-market readiness briefIs a new offer ready across audience, positioning, pricing, channels, sales, support, and measurement?
StrategyFramework / modelGap analysisHow can gap analysis support strategic choice or positioning?To identify and improve an important area of underperformance.
StrategyFramework / modelRating competitive positionHow can rating competitive position support strategic choice or positioning?Use it after identifying customer purchasing criteria and deriving the key success factors for a defined market.
TemplateTemplate / formContract Closure ProcedureHow can contract closure procedure support strategic choice or positioning?
TemplateTemplate / formProgram Business CaseHow can program business case support strategic choice or positioning?
MarketingFramework / modelCompetitive intelligenceHow can competitive intelligence support strategic choice or positioning?Use CI to assess relative market strengths, weaknesses, intentions and vulnerabilities.
StrategyTemplate / formCustomer problem recordWhat makes a customer problem sufficiently clear and evidenced for prioritization?
StrategyTemplate / formBlockchain technology (Tapscott)How can blockchain technology (tapscott) support strategic choice or positioning?When several parties need a shared record, have limited trust in one another and cannot rely efficiently on a single intermediary—but only after comparing blockchain with a conventional database.
StrategyProcess / methodProduct life cycleHow can product life cycle support strategic choice or positioning?Develop a long term product and portfolio strategy.
StrategyTemplate / formProduct strategy quality checklistDoes a product strategy make differentiated, evidence-backed choices rather than describe a vision or plan?
MarketingTemplate / formPartner launch briefHow should a joint launch define proposition, responsibilities, dependencies, assets, approvals, and success?
People & OrganisationTemplate / formLate-stage investor selection scorecardWhich funding source best fits the company's capital need, governance, strategy, and future path?
StrategyTemplate / formMarket-needs assessmentWhich segments and unmet needs create the most attractive strategic opportunity?
TemplateTemplate / formProgram Benefits Transition PlanHow can program benefits transition plan support strategic choice or positioning?
People & OrganisationTemplate / formMarketing leader scorecardWhich leadership, operational, narrative, and functional-breadth capabilities does this company need?
TemplateTemplate / formStakeholder RegisterHow can stakeholder register support strategic choice or positioning?
MarketingTemplate / formPartner co-marketing briefHow should two brands align goals, audience, message, assets, roles, approvals, and distribution?
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:
StrategyTemplate / formOKR planning worksheetHow can a team turn strategic outcomes into a small set of measurable objectives and key results?
StrategyTemplate / formSurvey results readoutHow should survey results distinguish evidence, interpretation, limitations, and action?
People & OrganisationTemplate / formCompensation philosophy canvasWhich principles should govern compensation decisions and trade-offs?
StrategyTemplate / formFeedback theme synthesisHow can many feedback examples become a decision-ready problem narrative?
People & OrganisationTemplate / formBoard meeting preparation planHow should management prepare board members so meeting time is used for strategy and decisions?
People & OrganisationTemplate / formMarketing organization design canvasHow should marketing capabilities be organized for the company's product, customer, and growth model?