Organisational behaviourTemplate / formEmployee performance analyticsHow can employee performance analytics improve people, teams, or organisational effectiveness?Use performance analytics when an annual manager appraisal is too infrequent or too narrow to guide day to day improvement. Regular, proportionate evidence can make coaching more timely and reduce dependence on memory or one person’s impression.
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Organisational behaviourTemplate / formEmployee performance analyticsHow can employee performance analytics improve people, teams, or organisational effectiveness?Use performance analytics when an annual manager appraisal is too infrequent or too narrow to guide day to day improvement. Regular, proportionate evidence can make coaching more timely and reduce dependence on memory or one person’s impression.
OperationsFramework / modelText analyticsHow can text analytics improve people, teams, or organisational effectiveness?Five common tasks define much of the field:
OperationsFramework / modelVisual analyticsHow can visual analytics improve people, teams, or organisational effectiveness?Use visual analytics when data volume, variety or interdependence makes a static report insufficient, yet the question still requires contextual human reasoning. It is especially useful for exploratory analysis, geographic patterns, networks, changing trends and model diagnosis.
OperationsFramework / modelVoice analyticsHow can voice analytics improve people, teams, or organisational effectiveness?Use speech analytics when a large volume of customer or operational conversations contains evidence relevant to a defined decision. Contact centres can detect recurring product issues, reasons for cancellation, compliance failures, extended hold periods and coaching needs.
Organisational behaviourKPI / metricCorporate culture analyticsHow should corporate culture analytics be measured and interpreted?Culture normally changes slowly. Establish a baseline, then monitor selected indicators and periodic qualitative snapshots for early evidence that lived behaviour is diverging from the intended culture.
MarketingFramework / modelMarketing channel analyticsWhen and how should marketing channel analytics be applied?Begin with a complete baseline of current activity, then establish an ongoing review and experiment cycle.
MarketingFramework / modelCustomer lifetime value analyticsWhen and how should customer lifetime value analytics be applied?Review frequency depends on market change. Banking once enjoyed long relationships because switching accounts and direct debits was burdensome; easier switching has shortened that assumption. Insurance customers likewise compare alternatives more actively.
OperationsKPI / metricMeasurement system health metricsAre decision-critical metrics current and complete enough to support the decisions that depend on them?
StrategyTemplate / formQuarterly business reviewHow should a team connect past outcomes, current metrics, next priorities, risks, and leadership asks?
StrategyFramework / modelCompetitor analyticsHow can competitor analytics support strategic choice or positioning?The appropriate review cycle depends on market volatility. In a fluid industry with frequent entry, exit and repositioning, complete the analysis at least annually and monitor important signals between reviews. In a stable industry where the main participants change slowly, a full refresh every two years may be sufficient.
TemplateTemplate / formProgram Final ReportHow can program final report improve people, teams, or organisational effectiveness?
FinanceFramework / modelPredictive sales analyticsHow can predictive sales analytics improve people, teams, or organisational effectiveness?Use predictive sales analytics continuously where forecasts influence inventory, staffing, cash, capacity, targets or financing. It is particularly useful for:
FinanceKPI / metricCustomer profitability analyticsHow should customer profitability analytics be measured and interpreted?Use this analysis continuously to understand where customer value is being created, and give it particular attention when revenue is falling, costs are rising or margins are under pressure. It can reveal whether the problem comes from customer mix, acquisition channels, service demands, pricing or operational cost.
Organisational behaviourFramework / modelCapability analyticsHow can capability analytics support strategic choice or positioning?Run a formal capability review at least annually, before an important appointment and whenever strategy, technology or market conditions materially change. It can be integrated with performance and development reviews, but its purpose is broader than judging current job performance.
Organisational behaviourFramework / modelRecruitment channel analyticsHow can recruitment channel analytics improve people, teams, or organisational effectiveness?Review channel performance continuously enough to support decisions and conduct a structured assessment at least once a year. Analyse by role family, location and hiring context because the channel that works for one labour market may fail in another.
MarketingFramework / modelPricing analyticsHow can pricing analytics support strategic choice or positioning?Use pricing analytics when price materially affects demand, margin, capacity or positioning, and review it as markets change. It can help answer:
OperationsFramework / modelFraud detection analyticsHow can fraud detection analytics improve people, teams, or organisational effectiveness?The monitoring cadence should match exposure. Payment providers and insurers may score transactions in real time, while a lower volume organisation may review expenses, payroll, procurement, refunds and access patterns periodically. A card used in London at 11 a.m. and Glasgow at 12 noon, for example, would justify a location and time check, not an automatic accusation.
FinanceFramework / modelShareholder value analyticsHow can shareholder value analytics support strategic choice or positioning?Use SVA for strategy, valuation, capital allocation and performance review when long term cash consequences matter. Apply it periodically and at material decision points rather than managing the business to daily share price movement.
Organisational behaviourFramework / modelCapacity analyticsHow can capacity analytics improve people, teams, or organisational effectiveness?Review capacity at least annually, and more frequently where project demand changes quickly. Individual output naturally varies with task complexity, experience, health, collaboration and seasonality, so short term movement should be interpreted in context rather than treated automatically as a performance problem.
Organisational behaviourFramework / modelEmployee churn analyticsHow can employee churn analytics support strategic choice or positioning?Review churn at least every six months or annually, with more frequent monitoring in volatile or high turnover operations. A call centre, for example, may need a different cadence and benchmark from a stable manufacturing site.
OperationsFramework / modelVideo analyticsHow can video analytics improve people, teams, or organisational effectiveness?Use video analytics when a legitimate business or safety question depends on what happens in a physical space—for example, queue duration, movement through a store, use of a display, congestion, restricted area access or an emerging hazard.
MarketingFramework / modelSocial media analyticsHow can social media analytics improve people, teams, or organisational effectiveness?Social media is embedded in the daily lives of a large population, and public conversation can change quickly. Monitoring should therefore match the speed and risk of the business question rather than occur only during an annual review.
MarketingFramework / modelCustomer segmentation analyticsHow can customer segmentation analytics support strategic choice or positioning?Keep the segmentation current because it should guide targeting, service design and marketing investment. Review it before a major campaign to confirm that the audience and offer fit. In a stable market an annual refresh may be sufficient; in a volatile one, monitor segment size, behaviour and economics more often.
OperationsFramework / modelProject and programme analyticsWhen and how should project and programme analytics be applied?Establish the analytics approach when a project or programme is authorised, then use it throughout definition, delivery, transition and review.
MarketingFramework / modelWeb analyticsHow can web analytics support strategic choice or positioning?Review off site market and competitor signals periodically—annually in a stable market and more often when conditions move quickly. Monitor on site performance continuously enough to detect technical failures, campaign effects and changing journeys.
Organisational behaviourFramework / modelCompetency acquisition analyticsHow can competency acquisition analytics support strategic choice or positioning?Review acquisition performance at least annually and whenever strategy changes the capability profile. The analysis should test both whether demand was defined accurately and whether gaps were closed at acceptable cost and quality.
OperationsFramework / modelEnvironmental impact analyticsHow can environmental impact analytics support strategic choice or positioning?Conduct a comprehensive baseline before setting environmental priorities, then refresh the analysis on a regular cycle and whenever a material change is proposed. A new supplier, material, product, facility or logistics route can move impacts from one stage or place to another.
FinanceKPI / metricProduct profitability analyticsHow should product profitability analytics be measured and interpreted?Use the analysis when launching, changing, repricing or retiring offers and review it at least annually where the portfolio is stable. It can answer:
OperationsFramework / modelImage analyticsHow can image analytics improve people, teams, or organisational effectiveness?Use image analytics when a decision depends on visual evidence that would be slow, inconsistent or impossible to review manually at the required scale. Applications include quality inspection, medical decision support, asset monitoring, brand detection, accessibility, security and customer research.
FinanceFramework / modelCash flow analyticsHow can cash flow analytics support strategic choice or positioning?Use cash flow analytics routinely to monitor the current position and forecast whether the organisation can operate without a funding interruption. A forward view makes seasonal peaks, delayed receipts, debt payments and investment commitments visible early enough to manage them.
MarketingFramework / modelCustomer engagement analyticsHow can customer engagement analytics improve people, teams, or organisational effectiveness?Review the full model at least every six months and monitor leading signals between reviews. Reassess it when a product, service or system changes the experience.
MarketingFramework / modelSales channel analyticsHow can sales channel analytics support strategic choice or positioning?Review channel performance regularly and conduct a structured strategic review at least every year. Increase the cadence when customer behaviour, partner economics or technology changes quickly.
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:
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.
OperationsFramework / modelCapacity utilisation analyticsWhen and how should capacity utilisation analytics be applied?Use it continuously for high value or bottleneck assets and periodically for the wider asset base. Modern machinery often supplies operating, speed, fault and condition data through built in sensors, allowing managers to distinguish scheduled idle time from breakdown, setup, reduced speed and quality losses.
FinanceFramework / modelValue driver analyticsHow can value driver analytics support strategic choice or positioning?Review major value drivers at least annually and, where decisions move quickly, every six months. Allow enough time for interventions to create measurable effects, but do not wait so long that a weak assumption consumes substantial resources. Use the method when setting strategy, revising a strategy map or investigating why expected results did not appear.
OperationsTemplate / formObjective-oriented project planning matrixHow should a team document and test the complete causal design of a project before and during delivery?
MarketingFramework / modelMarket size analyticsHow can market size analytics improve people, teams, or organisational effectiveness?Use market size analytics in strategic planning, investment appraisal and product development. It helps reveal whether a market is expanding, maturing or declining before the change is fully visible in company revenue.
OperationsFramework / modelLean Six Sigma analyticsHow can lean six sigma analytics support strategic choice or positioning?Use the approach when quality, cycle time, cost or consistency matters and repeated process data are available. Maintain routine monitoring, but launch projects only where the expected value justifies the analytical effort.
OperationsFramework / modelSupply chain analyticsWhen and how should supply chain analytics be applied?The method applies to services as well as products, but physical flows usually create the clearest need. Review a dynamic supply chain at least monthly. A stable network with few material changes may justify a six month cycle, while operational alerts and critical risks should be monitored more frequently.
MarketingFramework / modelUnmet need analyticsHow can unmet need analytics support strategic choice or positioning?Customer expectations, technologies and competitive alternatives change, so reassess needs at least annually in stable markets and more frequently where change is rapid. Use the method when developing a new offer, revising an existing one or investigating declining satisfaction or adoption.
MarketingFramework / modelBrand analyticsHow can brand analytics improve people, teams, or organisational effectiveness?Monitor brand perception continuously rather than waiting for a periodic crisis or research project. Digital conversations make observation faster, although they represent only the people and channels visible in the data.
MarketingFramework / modelCustomer churn analyticsHow can customer churn analytics support strategic choice or positioning?Set frequency according to industry dynamics and Customer Lifetime Value Analytics, but a monthly stream is a useful default. In highly competitive subscription markets, monitor frequently enough to intervene before departure and to evaluate retention tests.
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.
MarketingFramework / modelNon-customer analyticsHow can non-customer analytics support strategic choice or positioning?Use it when a market is stagnant, declining or narrowly contested, or when customer only research keeps reproducing the same opportunities.
OperationsFramework / modelMeta-analytics - literature analysisHow can meta-analytics - literature analysis improve people, teams, or organisational effectiveness?Use synthesis when relevant research already exists and a structured review can answer the question more credibly or economically than one new study alone.
MarketingFramework / modelCustomer acquisition analyticsWhen and how should customer acquisition analytics be applied?Use it to locate failure across marketing, product, delivery, sales and ordering. Complete a broad review at least annually and monitor campaign economics continuously or whenever the process changes. If radio prices rise or response falls, a business should discover the change immediately rather than after six months of unprofitable spend.
MarketingFramework / modelMarket trend analyticsHow can market trend analytics support strategic choice or positioning?Review important markets on a regular cadence—at least annually and, where data and decision speed justify it, every six months. Use the analysis for portfolio planning, capacity decisions, entry, repositioning and responsible exit.