People & OrganisationChecklist / diagnosticExecutive scaling health diagnosticIs an executive keeping pace with scale, or are role design, support, and capability breaking down?
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People & OrganisationChecklist / diagnosticExecutive scaling health diagnosticIs an executive keeping pace with scale, or are role design, support, and capability breaking down?
People & OrganisationChecklist / diagnosticEarly-employee scaling diagnosticIs an early employee's role, support, and growth path adapting to the company's changing needs?
People & OrganisationChecklist / diagnosticM&A readiness diagnosticIs acquisition an appropriate tool for the company's strategy, operating capacity, and currency?
TemplateTemplate / formOvercoming Obstacles Change DiagnosticHow can overcoming obstacles change diagnostic improve people, teams, or organisational effectiveness?
TemplateTemplate / formChange Planning ChecklistHow can change planning checklist support strategic choice or positioning?
TemplateTemplate / formProgram Quality ChecklistHow can program quality checklist improve people, teams, or organisational effectiveness?
People & OrganisationChecklist / diagnosticBelonging environment auditWhat everyday signals may help or hinder different people from feeling they belong?
People & OrganisationChecklist / diagnosticInclusive team health reviewDo assessment, recognition, meetings, opportunity access, and daily norms work fairly across groups?
People & OrganisationChecklist / diagnosticPersonal operating-system reviewDo a leader's routines, information flows, decisions, and relationships support effective work?
People & OrganisationChecklist / diagnosticValuation expectation stress testCould the proposed valuation create unrealistic milestones, distorted behavior, or future financing risk?
People & OrganisationChecklist / diagnosticProduct-manager conversion readinessIs the organization ready to move someone from another function into product management?
People & OrganisationChecklist / diagnosticManager readiness self-assessmentWhat should someone clarify before taking responsibility for other people?
People & OrganisationChecklist / diagnosticLightweight-process maturity checkIs a process absent, appropriately lightweight, or heavier than the problem requires?
People & OrganisationChecklist / diagnosticPress engagement protocolWhat should be agreed, prepared, recorded, and followed up when speaking with journalists?
People & OrganisationChecklist / diagnosticMeeting system health checkDoes the team's meeting portfolio produce necessary outcomes with acceptable cost?
People & OrganisationChecklist / diagnosticOrganizational foundations auditAre the mission, strategy, goals, structure, metrics, ownership, and cadence mutually coherent?
OperationsTemplate / formChecklists for ChangeHow can checklists for change improve people, teams, or organisational effectiveness?Improve reliability in recurring or high consequence work.
OperationsTemplate / formMetrics dashboard design checklistDoes a dashboard make definitions, comparisons, cohorts, and exceptions easy to understand?
MarketingTemplate / formName due-diligence checklistHas a shortlisted name been checked across language, search, legal, product, and user contexts?
FinanceTemplate / formPricing readiness checklistHave product, finance, legal, operations, billing, sales, and customer implications of a price been addressed?
OperationsTemplate / formTechnical documentation QA checklistIs technical documentation accurate, usable, safe, consistent, and maintainable?
Organisational behaviourTemplate / formHiring-manager preparation checklistHas the hiring manager defined the role, loop, interviewers, evidence bar, and candidate experience?
MarketingTemplate / formCo-brand asset review checklistDoes a shared-brand asset preserve clear attribution, balance, hierarchy, legibility, and approval rights?
StrategyTemplate / formProduct strategy quality checklistDoes a product strategy make differentiated, evidence-backed choices rather than describe a vision or plan?
OperationsTemplate / formContent review checklistIs a business document concise, complete, audience-appropriate, evidence-backed, and actionable?
Organisational behaviourTemplate / formTeam-state diagnosticWhich team conditions most constrain effectiveness, and what intervention should be tested next?
StrategyTemplate / formCounterweight metric checklistWhat unintended harm could improve while a primary metric appears successful?
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.
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.
StrategyMatrix / portfolioBoston Consulting Group (BCG) matrixHow can boston consulting group (bcg) matrix support strategic choice or positioning?To review and plan a portfolio of products, brands or SBUs.
OperationsMatrix / portfolioProduct service positioning matrixHow can product service positioning matrix support strategic choice or positioning?Position an offer according to customers’ perceptions of product quality and service value.
MarketingFramework / modelCustomer value propositionHow can customer value proposition support strategic choice or positioning?To create a compelling purchase motive.
StrategyFramework / modelSizing the market and marketcraftingHow can sizing the market and marketcrafting support strategic choice or positioning?Use marketcrafting or another market sizing method when no adequate third party estimate exists and the organisation must construct a market view from primary evidence and informed assumptions.
StrategyMatrix / portfolioDirectional policy matrixHow can directional policy matrix support strategic choice or positioning?Prioritise segments, business units, brands or new ideas.
MarketingFramework / modelBrand auditHow can brand audit support strategic choice or positioning?To diagnose and improve brand strength.
Organisational behaviourFramework / modelDISCHow can disc improve people, teams, or organisational effectiveness?Use DISC as a simple shared vocabulary for discussing communication differences.
MarketingFramework / modelMarket sizingHow can market sizing support strategic choice or positioning?To estimate the volume and value of an existing or potential market.
MarketingFramework / modelSIMALTOHow can simalto improve people, teams, or organisational effectiveness?Use SIMALTO to identify how much value customers place on possible product or service improvements.
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.
OperationsFramework / modelPurchasing model (Kraljic)How can purchasing model (kraljic) support strategic choice or positioning?Use the model when a single procurement policy would give suppliers or categories the wrong level of attention. It is valuable for category strategy, supplier segmentation, resilience reviews, sourcing prioritisation and cross functional discussion.
FinanceFramework / modelValue equivalence lineHow can value equivalence line support strategic choice or positioning?Diagnose whether a brand’s price and perceived benefits support its market position.
MarketingFramework / modelRelative market shareHow can relative market share support strategic choice or positioning?Answer the key performance question: “How well are we developing our market share in comparison to our competitors?”
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.
StrategyFramework / modelThe HOOF approach to demand forecastingHow can the hoof approach to demand forecasting support strategic choice or positioning?Use the process whenever a decision depends on future market demand.
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.
Organisational behaviourTheory / principleGlasser’s choice theoryHow can glasser’s choice theory support strategic choice or positioning?Use the framework to reflect on dissatisfaction, motivation or a relationship at work, and to identify a small choice within your control. Do not use it to diagnose illness, blame someone for distress or advise them to stop prescribed treatment.
Organisational behaviourMatrix / portfolioChange quadrantsHow can change quadrants support strategic choice or positioning?Use the framework to select a broad change approach, identify credible change agents, decide who must participate and shape the pace, scope and communication of the work. It is particularly useful when a standard change method feels mismatched to the organisation’s culture or motivation.
StrategyFramework / modelCore competences (Hamel and Prahalad)How can core competences (hamel and prahalad) support strategic choice or positioning?Use it in corporate strategy to determine how the centre can add value by building, protecting and transferring important competences across business units.