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.
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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.
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:
MarketingFramework / modelCustomer online engagement levelHow can customer online engagement level improve people, teams, or organisational effectiveness?Answer the key performance question: “How well are we engaging our customers online?”
StrategyFramework / modelFast second (Markides)How can fast second (markides) support strategic choice or positioning?Consider a fast second strategy when:
StrategyFramework / modelPESTEL analysisHow can pestel analysis support strategic choice or positioning?Use PESTEL early in strategy development, market entry, scenario planning or risk review when external change may alter an industry.
StrategyFramework / modelIdentifying the capability gapHow can identifying the capability gap support strategic choice or positioning?Use it after clarifying target segments, future scenarios, key success factors and the desired competitive position. Revisit it when those assumptions change, while recognising that gap analysis can create false certainty if aspirations are vague or context is ignored.
StrategyFramework / modelProfiling the ideal playerHow can profiling the ideal player support strategic choice or positioning?Use it after selecting priority product–market segments and before assessing the organisation’s capability gaps.
Organisational behaviourFramework / modelSigmoid curveHow can sigmoid curve improve people, teams, or organisational effectiveness?Use the sigmoid curve to judge when a team needs renewal, either to extend strong performance or to prevent an emerging decline.
MarketingFramework / modelCost per leadWhen and how should cost per lead be applied?Use CPL to compare lead generation channels or campaigns, monitor acquisition efficiency and plan how much pipeline a budget might create. Calculate the metric separately for each meaningful stage, such as raw lead, marketing qualified lead and sales qualified lead, when the buying journey is long.
InnovationFramework / modelRandom word techniqueHow can random word technique improve people, teams, or organisational effectiveness?Use the technique when:
StrategyFramework / modelIdentifying key segmentsHow can identifying key segments support strategic choice or positioning?Use segmentation whenever strategy is being developed or refreshed. Without it, market research, competitor analysis and capability investment may be aimed at an economically marginal part of the business.
OperationsFramework / modelRegression analysisWhen and how should regression analysis be applied?Use regression when a decision requires a quantified relationship, a conditional prediction or a test of how an outcome differs as selected inputs change.
MarketingFramework / modelSERVQUALHow can servqual improve people, teams, or organisational effectiveness?Diagnose service attributes where customer expectations and perceived performance differ.
FinanceFramework / modelEconomic value added (EVA)When and how should economic value added (eva) be applied?Answer the key performance question: “How well are we delivering value to our shareholders?”
Organisational behaviourFramework / modelBottom of the pyramidHow can bottom of the pyramid support strategic choice or positioning?Use the bottom of the pyramid (BoP) perspective when mature markets are crowded and the organisation is considering how to serve low income communities currently excluded by existing offers. Opportunity depends on designing products that are appropriate and genuinely affordable, building accessible distribution and ensuring that limited household resources are exchanged for meaningful value.
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.
InnovationFramework / modelThe seven domains assessment model for entrepreneursHow can the seven domains assessment model for entrepreneurs support strategic choice or positioning?Assess an opportunity before committing heavily to launch.
OperationsFramework / modelForce field analysisHow can force field analysis improve people, teams, or organisational effectiveness?Use the model when planning a consequential change at team, department or organisation level, especially when stakeholders disagree about what will help or hinder implementation.
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.
InnovationFramework / modelDisruptive innovationWhen and how should disruptive innovation be applied?Use the theory to examine how a well managed incumbent can still be displaced. Established firms often see the emerging technology, but their customers, margins, processes and resource allocation rules make the early opportunity unattractive. A start up with a different cost structure and value network can pursue it.
OperationsFramework / modelVroom–Yetton–Jago decision modelHow can vroom–yetton–jago decision model improve people, teams, or organisational effectiveness?Use the model for a consequential decision when you are unsure whether deciding alone, consulting others or sharing the decision will produce the best outcome.
FinanceFramework / modelModigliani-Miller theoremHow can modigliani-miller theorem support strategic choice or positioning?To introduce capital structure reasoning and expose its assumptions.
OperationsFramework / modelRoot cause analysis/Pareto analysisHow can root cause analysis/pareto analysis improve people, teams, or organisational effectiveness?Use RCA when a recurring defect, failure, delay, incident or outcome has material consequences and treating the symptom has not been sufficient. Scale the investigation to severity and learning potential.
StrategyFramework / modelThe 4Ps marketing mix (McCarthy) and the purple cow (Godin)How can the 4ps marketing mix (mccarthy) and the purple cow (godin) support strategic choice or positioning?Use these ideas to examine the marketing consequences of a profit growth option, especially a new segment, changed price or differentiated offer.
InnovationFramework / modelInnovation circleWhen and how should innovation circle be applied?Use the circle to create an end to end view of a product, service or process innovation, clarify handoffs and prevent teams from treating launch as the end of innovation management. It is particularly helpful when creative work and operational integration are disconnected.
StrategyFramework / modelProduct quality and satisfaction (Kano)How can product quality and satisfaction (kano) support strategic choice or positioning?Use it when product development is part of a growth option.
Organisational behaviourFramework / modelSpheres of influenceHow can spheres of influence support strategic choice or positioning?Use the model when coaching a team member who feels stuck in a problem or demanding situation.
InnovationFramework / modelThe Open Group Architecture Framework (TOGAF®)How can the open group architecture framework (togaf®) support strategic choice or positioning?Use TOGAF to align business operations and technology with current and future objectives. The enterprise architecture acts as a governed blueprint for processes, information, applications and infrastructure. The classic model examines four connected domains:
Organisational behaviourFramework / modelMotivational insightsHow can motivational insights improve people, teams, or organisational effectiveness?Use motivational insights for voluntary reflection, team conversation and hypothesis generation about how people may respond to changing conditions. Never use a colour profile as the sole basis for hiring, promotion, redundancy, diagnosis or work allocation.
Organisational behaviourFramework / modelMintzberg’s managerial rolesHow can mintzberg’s managerial roles improve people, teams, or organisational effectiveness?To examine and improve your own pattern of managerial work.
InnovationFramework / modelDiffusion modelWhen and how should diffusion model be applied?Use the Bass model when forecasting adoption, sales or installed base growth for a genuinely new product, technology or service with limited historical demand data. It can support production, capacity and launch planning.
Organisational behaviourFramework / modelMultiple intelligencesHow can multiple intelligences support strategic choice or positioning?Use the categories as prompts for reflection, task design and noticing overlooked strengths—not as a diagnostic test, ability ceiling or personnel label.
StrategyFramework / modelBHAGHow can bhag support strategic choice or positioning?Use a BHAG when the organisation needs a long range destination that can align activity, guide decisions and motivate coordinated effort. It asks what the company’s next consequential leap should be and gives the organisation a purposeful, positive view of the future.
InnovationFramework / modelDiffusion of innovationWhen and how should diffusion of innovation be applied?Use it to plan the launch and growth of new products or services.
StrategyFramework / modelObliquity (Kay)How can obliquity (kay) support strategic choice or positioning?When an objective has been oversimplified, measures are becoming targets, or the path must be discovered through adaptation. Use direct action when causality is stable and the goal is clear.
StrategyFramework / modelThe tipping point (Gladwell)How can the tipping point (gladwell) support strategic choice or positioning?Use the concept when deciding whether to continue investing in a product or market, and identify what evidence would distinguish proximity to a threshold from wishful perseverance.
MarketingFramework / modelCrowdsourcingHow can crowdsourcing improve people, teams, or organisational effectiveness?Use it early enough for outside input to influence the work, before a decision is fixed. Invite a relevant community, or deliberately include people from another field when reframing is valuable. Keep decision rights explicit: contribution does not automatically confer authority.
Organisational behaviourFramework / modelIntegrative bargainingHow can integrative bargaining support strategic choice or positioning?Use integrative principles when the parties have multiple interests, different priorities, an ongoing relationship or room to design terms.
StrategyFramework / modelInnovation hot spots (Gratton)How can innovation hot spots (gratton) support strategic choice or positioning?Use the model when an organisation needs stronger collaboration and innovation, particularly where expertise remains trapped inside teams or formal boundaries.
StrategyFramework / modelBrainstormingHow can brainstorming support strategic choice or positioning?Use it to generate scenarios for Profiling the ideal player: how might the market and key success factors change, what could a competitor do and how would the firm respond?
Organisational behaviourFramework / modelKolb/Honey and Mumford learning stylesHow can kolb/honey and mumford learning styles support strategic choice or positioning?Use the cycle to design learning that connects experience, reflection, explanation and application. Treat style labels as prompts for variety, not as fixed learner types or a basis for matching instruction.
MarketingFramework / modelFocus groupsHow can focus groups improve people, teams, or organisational effectiveness?Use focus groups to explore language, beliefs, experiences, decision criteria and the range of views surrounding a topic. They are especially useful for developing hypotheses, refining a product or service, interpreting survey results and understanding how opinions are negotiated socially.
OperationsFramework / modelBusiness experiments/experimental design/AB testingWhen and how should business experiments/experimental design/ab testing be applied?Innovation and strategic change rely on assumptions that customers may not confirm. A well designed experiment reduces uncertainty by exposing a limited population to alternatives and measuring the difference before the organisation scales one choice.
Organisational behaviourFramework / modelRapport buildingHow can rapport building improve people, teams, or organisational effectiveness?Rapport helps at the beginning of most important working relationships and whenever trust has weakened. It is especially useful in interviews, coaching, negotiation, customer conversations, cross cultural work, conflict resolution and meetings with unfamiliar stakeholders.
Organisational behaviourFramework / modelAbsenteeism Bradford factorHow can absenteeism bradford factor improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent is unauthorised employee absenteeism a problem in our business?”
Organisational behaviourFramework / modelVAK (visual, auditory, kinaesthetic)How can vak (visual, auditory, kinaesthetic) improve people, teams, or organisational effectiveness?Vary explanation, questioning and supporting material when communication is not landing clearly.
Organisational behaviourFramework / modelCovert leadershipHow can covert leadership improve people, teams, or organisational effectiveness?Treat covert leadership as a management philosophy rather than a one time technique.
Organisational behaviourFramework / modelTransactional analysisHow can transactional analysis improve people, teams, or organisational effectiveness?Use TA to prepare for consequential interactions such as praise, corrective feedback, appraisal, work allocation, conflict resolution or a difficult message.