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:
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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 value propositionHow can customer value proposition support strategic choice or positioning?To create a compelling purchase motive.
MarketingFramework / modelPersonasHow can personas improve people, teams, or organisational effectiveness?To focus marketing messages, product decisions, service design and customer journeys.
FinanceFramework / modelNew product pricing (Gabor–Granger and van Westendorp)When and how should new product pricing (gabor–granger and van westendorp) be applied?To research price perceptions and purchase intent for a new or existing offer.
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.
StrategyFramework / modelValue proposition design (Ostervalder and Pigneur)How can value proposition design (ostervalder and pigneur) support strategic choice or positioning?Use the canvas while developing or revising a product, service, business model or new venture.
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.
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.
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.
OperationsFramework / modelProduct feedback operating modelHow should feedback move from intake through triage, synthesis, decision, response, and learning?
StrategyFramework / modelCustomer-first product metricsWhich measures show who the customer is, what problem exists, whether the solution works, whether it is adopted, and whether outcomes improve?
People & OrganisationFramework / modelProduct management operating systemHow should product requirements, reviews, launch readiness, and retrospectives work as one system?Use the product management operating system when people working on product leadership are using different mental models for pRD, road map, and review, and that difference is changing choices or coordination.
MarketingFramework / modelPersona versus segmentation guideWhen should a team use descriptive personas versus classification-based segmentation?Use the persona versus segmentation guide when people working on feedback and customer insight are using different mental models for purpose, input, and unit, and that difference is changing choices or coordination.
StrategyFramework / modelCustomer problem source of truthHow should a company maintain one governed view of validated customer problems?Use the customer problem source of truth when people working on feedback and customer insight are using different mental models for problem record, evidence, and taxonomy, and that difference is changing choices or coordination.
People & OrganisationFramework / modelProduct manager role mapWhat outcomes should product managers own across strategy, prioritization, execution, and communication?Use the product manager role map when people working on product leadership are using different mental models for vision, customer, and priorities, and that difference is changing choices or coordination.
People & OrganisationFramework / modelProduct-design-engineering responsibility mapHow should product, design, and engineering divide ownership while resolving overlap?Use the product design engineering responsibility map when people working on product leadership are using different mental models for outcome, vision, and experience, and that difference is changing choices or coordination.
People & OrganisationFramework / modelProduct-to-distribution strategyHow can a company treat customer access and distribution as strategic assets for future products?Use the product to distribution strategy when people working on product leadership are using different mental models for core product, customer base, and channels, and that difference is changing choices or coordination.
People & OrganisationFramework / modelResponsible outcome monitorHow should product success include intended social outcomes and foreseeable negative effects?Use the responsible outcome monitor when people working on responsible scaling are using different mental models for intended outcome, stakeholders, and benefit, and that difference is changing choices or coordination.
StrategyFramework / modelProduct strategy stackHow should vision, product strategy, pillar strategies, roadmaps, and near-term goals fit together?Use the product strategy stack when people working on product strategy and roadmaps are using different mental models for five artifact levels, purpose, and owner, and that difference is changing choices or coordination.
StrategyFramework / modelMetric hierarchy mapHow should charter, operating, and activity metrics relate without being confused?Use the metric hierarchy map when people working on metrics, goals, and business reviews are using different mental models for metric levels, purpose, and horizon, and that difference is changing choices or coordination.
OperationsFramework / modelFeedback taxonomyHow should themes, requests, examples, bugs, and business impact be classified consistently?Use the feedback taxonomy when people working on feedback and customer insight are using different mental models for hierarchy, definitions, and inclusion rules, and that difference is changing choices or coordination.
OperationsFramework / modelCallout decision guideWhen should documentation use a note, tip, warning, prerequisite, or no callout?Use the callout decision guide when people working on documentation and naming are using different mental models for callout types, user consequence, and severity, and that difference is changing choices or coordination.
InnovationFramework / modelBeta decision treeShould a product use an internal test, limited beta, broad beta, or general release?Use the beta decision tree when people working on launch and beta operations are using different mental models for risk questions, learning need, and participant exposure, and that difference is changing choices or coordination.
InnovationFramework / modelDesign thinkingHow can design thinking improve people, teams, or organisational effectiveness?Use it to understand how innovation can emerge in an organisational setting.
StrategyFramework / modelProduct metric treeHow do target population, problem prevalence, solution efficacy, adoption, and customer outcome connect?Use the product metric tree when people working on metrics, goals, and business reviews are using different mental models for metric tree, definitions, and equations, and that difference is changing choices or coordination.
StrategyFramework / modelKotler’s five product levelsHow can kotler’s five product levels support strategic choice or positioning?Use the model to clarify customer value, differentiate an offer and identify augmentation that improves willingness to choose or pay.
StrategyFramework / modelStrategy-to-metrics mapHow do strategic choices connect to charter, operating, and activity metrics?Use the strategy to metrics map when people working on product strategy and roadmaps are using different mental models for choice to outcome chain, metric levels, and leading/lagging links, and that difference is changing choices or coordination.
StrategyFramework / modelRoadmap confidence horizonsHow should roadmap specificity decrease as time horizon and uncertainty increase?Use the roadmap confidence horizons when people working on product strategy and roadmaps are using different mental models for horizon bands, confidence thresholds, and allowed date precision, and that difference is changing choices or coordination.
InnovationFramework / modelOpen innovationHow can open innovation support strategic choice or positioning?To develop products, services or technologies more quickly or effectively.