Organisational behaviourFramework / modelCAGE distance frameworkHow can cage distance framework support strategic choice or positioning?Use CAGE to compare candidate markets, adapt an entry strategy or understand why an international operation is underperforming. The analysis is useful for:
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Organisational behaviourFramework / modelCAGE distance frameworkHow can cage distance framework support strategic choice or positioning?Use CAGE to compare candidate markets, adapt an entry strategy or understand why an international operation is underperforming. The analysis is useful for:
TemplateTemplate / formProgram Financial FrameworkWhen and how should program financial framework be applied?
StrategyKPI / metricInternationalisation strategy frameworkHow should internationalisation strategy framework be measured and interpreted?Use the framework before entering a country, when selecting an operating model after entry or when rationalising a historically accumulated international footprint. It offers five patterns:
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:
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.
Organisational behaviourFramework / modelRider, Elephant, and Path Change FrameworkHow can rider, elephant, and path change framework improve people, teams, or organisational effectiveness?Identify what is preventing a personal, team, or organizational change from progressing.
Organisational behaviourFramework / modelCompensation modelHow can compensation model support strategic choice or positioning?Use the model to diagnose an existing pay system, design a remuneration strategy or evaluate a proposed change to salary, incentives and benefits. It helps leaders connect market positioning and internal pay relationships with fairness, performance, legal obligations and operational governance.
OperationsFramework / modelProduct feedback operating modelHow should feedback move from intake through triage, synthesis, decision, response, and learning?
Organisational behaviourFramework / modelRole-based enablement architectureHow should a learning program map role-specific jobs to content, practice, support, and assessment?Use the role based enablement architecture when people working on enablement and learning are using different mental models for roles, jobs, and proficiency, and that difference is changing choices or coordination.
Organisational behaviourFramework / modelRAPID decision rolesHow should recommendation, agreement, execution, input, and final authority be assigned?Use the RAPID decision roles when people working on decision systems are using different mental models for role definitions, assignment rules, and one decider principle, and that difference is changing choices or coordination.
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.
People & OrganisationFramework / modelInformal feedback operating systemHow can frequent, specific feedback become a normal part of work rather than an annual event?Use the informal feedback operating system when people working on feedback and performance are using different mental models for principles, moments, and prompts, and that difference is changing choices or coordination.
People & OrganisationFramework / modelManager coaching systemHow can a growing company give inexperienced managers consistent support before building a full academy?Use the manager coaching system when people working on organization and culture are using different mental models for manager baseline, coaching, and tools, and that difference is changing choices or coordination.
People & OrganisationFramework / modelDistributed-team operating modelHow should a distributed team design participation, cohesion, communication, and in-person contact?Use the distributed team operating model when people working on team development are using different mental models for time zones, synchronous core, and async norms, 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.
People & OrganisationFramework / modelBoard evolution mapHow should board composition change as ownership, company stage, and governance needs evolve?Use the board evolution map when people working on executive teams and boards are using different mental models for stage, required roles, and investor seats, and that difference is changing choices or coordination.
People & OrganisationFramework / modelCulture reinforcement systemHow do hiring, leadership behavior, rewards, communication, and consequences reinforce culture?Use the culture reinforcement system when people working on organization and culture are using different mental models for values, behavior, and hiring, and that difference is changing choices or coordination.
People & OrganisationFramework / modelCulture evolution mapWhich cultural traits should be preserved, adapted, or retired as the company scales?Use the culture evolution map when people working on organization and culture are using different mental models for trait, original purpose, and current effect, 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 / modelPerformance review operating systemHow should expectations, evidence, self-review, manager assessment, calibration, and follow-through connect?Use the performance review operating system when people working on feedback and performance are using different mental models for expectations, evidence, and self review, 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 / modelInternal communication architectureHow should critical information reach different audiences reliably without creating noise?Use the internal communication architecture when people working on operating foundations are using different mental models for audience, information need, and channel, 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.
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 / 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.
People & OrganisationFramework / modelRecruiting organization maturity modelHow should recruiting roles and infrastructure evolve as hiring volume and complexity increase?Use the recruiting organization maturity model when people working on hiring and onboarding are using different mental models for stage, hiring demand, and ownership, and that difference is changing choices or coordination.
People & OrganisationFramework / modelMarketing shared-services designWhich marketing capabilities should be centralized, embedded, or shared across business lines?Use the marketing shared services design when people working on marketing and communications are using different mental models for capability, scale benefit, and local context, and that difference is changing choices or coordination.
People & OrganisationFramework / modelFounder role-transition mapHow should a founder's work evolve as the company and leadership team scale?Use the founder role transition map when people working on personal leadership are using different mental models for company stage, founder strengths, and retained work, 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.
People & OrganisationFramework / modelHiring decision governanceHow should evidence, decision authority, calibration, and bias checks work in hiring?Use the hiring decision governance when people working on hiring and onboarding are using different mental models for decision roles, evidence packet, and independent ratings, 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.
People & OrganisationFramework / modelCapital-cycle resilience planHow should financing strategy account for public-market comparables, capital availability, and cycle risk?Use the capital cycle resilience plan when people working on finance and company transactions are using different mental models for market scenarios, runway, and valuation sensitivity, and that difference is changing choices or coordination.
People & OrganisationFramework / modelPeople-process maturity ladderWhen should a company add structure to leveling, promotion, feedback, and compensation decisions?Use the people process maturity ladder when people working on organization and culture are using different mental models for stage, risk, and minimum process, and that difference is changing choices or coordination.
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.
People & OrganisationFramework / modelInternal communications operating modelHow should internal communication support employee experience, change, and brand consistency?Use the internal communications operating model when people working on marketing and communications are using different mental models for audiences, moments, and narrative, and that difference is changing choices or coordination.
People & OrganisationFramework / modelManaging-managers systemHow should managing a manager differ from managing an individual contributor?Use the managing managers system when people working on feedback and performance are using different mental models for manager outcomes, team health, and leverage, and that difference is changing choices or coordination.
People & OrganisationFramework / modelMarketing function mapHow do growth, product marketing, brand, PR, and internal communications differ and connect?Use the marketing function map when people working on marketing and communications are using different mental models for function, objective, and audience, and that difference is changing choices or coordination.
People & OrganisationFramework / modelManagement-and-leadership role mapHow should operational management and directional leadership complement each other?Use the management and leadership role map when people working on personal leadership are using different mental models for work types, time horizons, and behaviors, and that difference is changing choices or coordination.
People & OrganisationFramework / modelOrganizational tie-breaker mapWhere should related functions report so disagreements are resolved at the right level?Use the organizational tie breaker map when people working on organization and culture are using different mental models for functions, recurring tensions, and shared outcome, and that difference is changing choices or coordination.
StrategyFramework / modelOutcome-versus-activity KR guideDoes a key result measure a changed state rather than completion of work?Use the outcome versus activity KR guide when people working on metrics, goals, and business reviews are using different mental models for state versus task test, metric KR, and milestone KR, and that difference is changing choices or coordination.
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.
People & OrganisationFramework / modelResource-allocation horizonsHow should resources balance current commitments, scaling needs, and future bets?Use the resource allocation horizons when people working on operating foundations are using different mental models for horizon, objective, and resource share, 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.