People & OrganisationMatrix / portfolioLate-stage investor type matrixHow do late-stage capital sources differ in incentives, check size, governance, expertise, and risk?
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People & OrganisationMatrix / portfolioLate-stage investor type matrixHow do late-stage capital sources differ in incentives, check size, governance, expertise, and risk?
People & OrganisationMatrix / portfolioMeeting-mode matrixShould a meeting operate in update, decision, problem-solving, or creation mode?
People & OrganisationMatrix / portfolioAcquisition type matrixIs a prospective acquisition primarily for a team, a product, or a strategic asset?
People & OrganisationMatrix / portfolioProduct manager archetype matrixWhich blend of business, technical, design, and growth product skills does the portfolio need?
People & OrganisationMatrix / portfolioRemote-role readiness matrixIs a role and team ready to support a remote employee effectively?
OperationsMatrix / portfolioLaunch tiering matrixWhat launch rigor is proportionate to user, technical, brand, fraud, support, and continuity risk?
OperationsMatrix / portfolioDecision routing matrixWhich forum or authority should handle each class of decision?
OperationsMatrix / portfolioFeedback service-level matrixWhat response and review expectations should apply by feedback impact and urgency?
StrategyMatrix / portfolioDecision type matrixHow much rigor should a decision receive based on reversibility and materiality?
OperationsTemplate / formObjective-oriented project planning matrixHow should a team document and test the complete causal design of a project before and during delivery?
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.
OperationsMatrix / portfolioProbability/Impact MatrixHow can probability/impact matrix support strategic choice or positioning?Prioritise risks recorded in a programme risk register.
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.
StrategyMatrix / portfolioDirectional policy matrixHow can directional policy matrix support strategic choice or positioning?Prioritise segments, business units, brands or new ideas.
Organisational behaviourMatrix / portfolioFocus–energy matrixHow can focus–energy matrix improve people, teams, or organisational effectiveness?Use the matrix to diagnose why effort is not producing action and to design a response. It describes four behavioural states:
StrategyMatrix / portfolioThe attractiveness/advantage matrix (GE/McKinsey)How can the attractiveness/advantage matrix (ge/mckinsey) support strategic choice or positioning?Use it whenever the organisation must evaluate and rebalance a portfolio of product market segments.
StrategyMatrix / portfolioADL matrixHow can adl matrix support strategic choice or positioning?To evaluate and strengthen a product portfolio or group of strategic business units.
OperationsMatrix / portfolioCovey’s time matrix (Eisenhower)How can covey’s time matrix (eisenhower) improve people, teams, or organisational effectiveness?Use the matrix instead of a flat to do list when competing demands require explicit prioritisation.
StrategyMatrix / portfolioThe composite risk index and the 5×5 risk matrixHow can the composite risk index and the 5×5 risk matrix support strategic choice or positioning?Use the index to prioritise risks in strategy, projects, operations, safety, healthcare and governance.
StrategyKPI / metricThe strategic condition matrix (Arthur D. Little)How should the strategic condition matrix (arthur d. little) be measured and interpreted?Use the model when product market segments appear to occupy different life cycle stages and you need another perspective on the Attractiveness/Advantage Matrix.
StrategyMatrix / portfolioThe opportunity/vulnerability matrix (Bain/L.E.K.)How can the opportunity/vulnerability matrix (bain/l.e.k.) support strategic choice or positioning?Compare a business or segment’s result with the norm implied by its industry position and classify unexplained underperformance as opportunity or unexplained outperformance as vulnerability.
StrategyMatrix / portfolioThe resource and capability strengths/importance matrix (Grant)How can the resource and capability strengths/importance matrix (grant) support strategic choice or positioning?Use it whenever strategy depends on understanding what the organisation owns, knows and can do better or worse than rivals.
StrategyMatrix / portfolioThe risk management matrixHow can the risk management matrix support strategic choice or positioning?Use the matrix as a call to action: identify how transfer, mitigation or redesign could make a strategy more robust.
Organisational behaviourMatrix / portfolioMatrix managementHow can matrix management improve people, teams, or organisational effectiveness?To coordinate work that genuinely depends on more than one organisational dimension.
Organisational behaviourMatrix / portfolioOnboarding curriculum mapWhich learning experiences support each role and stage of onboarding?
People & OrganisationMatrix / portfolioManager time-and-energy portfolioHow should a manager allocate work by importance, urgency, difficulty, and energy effect?
MarketingMatrix / portfolioCommercial role-to-jobs mapWhich jobs must each commercial role perform across discovery, selection, commitment, launch, and growth?
Organisational behaviourMatrix / portfolioBuild-maintain-launch responsibility mapWho owns building, maintaining, and bringing each capability to market?
Organisational behaviourMatrix / portfolioRole-to-jobs mapWhich recurring jobs should each role perform across an end-to-end workflow?
People & OrganisationMatrix / portfolioCapabilities and energy inventoryWhich abilities are strong, learned, energizing, draining, or important to develop?
People & OrganisationFramework / modelReporting-line design guideWhen should accountability use direct reporting, matrix influence, or a temporary dotted-line relationship?Use the reporting line design guide when people working on team development are using different mental models for work ownership, people management, and expertise, and that difference is changing choices or coordination.
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.
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 / modelDiscovery-driven growth (McGrath)How can discovery-driven growth (mcgrath) support strategic choice or positioning?Use it for products or markets with high uncertainty, especially a new product entering a new market. The product/market matrix helps distinguish that situation.
Organisational behaviourMatrix / portfolioCore quadrantsHow can core quadrants improve people, teams, or organisational effectiveness?Use the model for self awareness, development, teamwork and conflict preparation. It makes strengths, pitfalls, challenges and “allergies” easier to recognise in yourself and others, helping explain why another person’s useful behaviour can trigger a disproportionate reaction.
FinanceMatrix / portfolioModern portfolio theoryHow can modern portfolio theory support strategic choice or positioning?To structure discussion of asset allocation and diversification.
StrategyKPI / metricStrategic bets (Burgelman and Grove)How should strategic bets (burgelman and grove) be measured and interpreted?Evaluate both the potential benefit and the total exposure of a major investment. Costs can be committed and irreversible even when the hoped for benefit never arrives.
OperationsFramework / modelIs/is not problem-solving techniqueHow can is/is not problem-solving technique improve people, teams, or organisational effectiveness?Use it when a problem is vague, intermittent or surrounded by distracting information.