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.
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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.
OperationsProcess / methodDecision forum operating guideHow should a recurring decision forum prepare, decide, record, and follow through?
People & OrganisationDecision guideStrategic acquisition decision canvasDoes a target change market structure, secure a unique asset, block a threat, or transform economics?Use the strategic acquisition decision canvas when several reasonable paths exist in finance and company transactions, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how strategic change, uniqueness, and defense will be judged before advocating an option.
People & OrganisationDecision guideTarget-persona expansion decisionShould a company deepen its original customer focus or expand to a new segment or use case?Use the target persona expansion decision when several reasonable paths exist in responsible scaling, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how core persona, remaining potential, and customer adjacency will be judged before advocating an option.
People & OrganisationDecision guideLeadership build-versus-buy decisionShould a company promote an internal leader, hire externally, or redesign the role?Use the leadership build versus buy decision when several reasonable paths exist in hiring and onboarding, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how future need, internal readiness, and external advantage will be judged before advocating an option.
People & OrganisationDecision guideJob-level selection guideHow should scope, autonomy, complexity, and impact inform a candidate's job level?Use the job level selection guide when several reasonable paths exist in hiring and onboarding, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how role outcomes, scope, and autonomy will be judged before advocating an option.
People & OrganisationDecision guideCOO decision canvasDoes the company need a COO, a different functional executive, or a stronger leadership team?Use the COO decision canvas when several reasonable paths exist in executive teams and boards, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how founder strengths, work gaps, and scale trigger will be judged before advocating an option.
People & OrganisationDecision guidePR readiness decisionDoes the company need no PR support, an agency, an internal hire, or a larger communications function?Use the PR readiness decision when several reasonable paths exist in marketing and communications, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how news cadence, risk, and spokesperson load will be judged before advocating an option.
People & OrganisationDecision guideReorganization decision canvasIs a reorganization necessary, and what problem should it solve?Use the reorganization decision canvas when several reasonable paths exist in team development, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how trigger, evidence, and desired outcome will be judged before advocating an option.
StrategyTemplate / formDecision memoHow can a consequential decision be framed, compared, authorized, and recorded?
FinanceTemplate / formPricing decision briefWhat customer value, alternatives, economics, packaging, risks, and evidence support a price decision?
People & OrganisationTemplate / formCulture operating guideHow can a company explain the few cultural principles that should guide everyday behavior?
OperationsTemplate / formDecision review agendaHow can a group reach and record a decision in a focused meeting?
StrategyKPI / metricMaking the strategic investment decisionHow should making the strategic investment decision be measured and interpreted?Use this approach when you must choose among strategic alternatives with different costs, benefits, timing and risks. Use payback only as a screening method when a full discounted cash flow analysis is disproportionate or unavailable.
Organisational behaviourFramework / modelCognitive biases in decision makingHow can cognitive biases in decision making improve people, teams, or organisational effectiveness?Use bias awareness to examine how you reach consequential decisions and reduce preventable error.
TemplateTemplate / formDecision LogHow can decision log support strategic choice or positioning?
OperationsFramework / modelDecision treesHow can decision trees improve people, teams, or organisational effectiveness?Use a tree when a decision is complex enough that laying out every material option and outcome will improve judgement.
TemplateTemplate / formGovernance Decision RegisterHow can governance decision register improve people, teams, or organisational effectiveness?
OperationsFramework / modelVroom–Yetton–Jago decision modelHow can vroom–yetton–jago decision model support strategic choice or positioning?Use the model for a consequential decision when you are unsure whether deciding alone, consulting others or sharing the decision will produce the best outcome.
OperationsKPI / metricDecision quality scorecardAre important decisions timely, supported, durable, and translated into action?
OperationsMatrix / portfolioDecision routing matrixWhich forum or authority should handle each class of decision?
StrategyMatrix / portfolioDecision type matrixHow much rigor should a decision receive based on reversibility and materiality?
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.
Organisational behaviourFramework / modelIdentity Model of Decision MakingHow can identity model of decision making improve people, teams, or organisational effectiveness?Diagnose a change that conflicts with professional, group or personal identity.
People & OrganisationDecision guideIPO benefits-and-costs canvasHow should leaders compare strategic benefits, operating burdens, market timing, and readiness for an IPO?Use the IPO benefits and costs canvas when several reasonable paths exist in finance and company transactions, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how objectives, capital, and liquidity will be judged before advocating an option.
People & OrganisationDecision guideFinancing terms trade-off canvasHow should a company compare valuation, preference, governance, complexity, and future flexibility?Use the financing terms trade off canvas when several reasonable paths exist in finance and company transactions, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how capital, valuation, and preference will be judged before advocating an option.
People & OrganisationDecision guideOffsite format selectorWhat kind of offsite best fits the team's purpose and development stage?Use the offsite format selector when several reasonable paths exist in team development, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how purpose, team stage, and trust will be judged before advocating an option.
People & OrganisationDecision guideExecutive title architectureHow should a company use titles consistently while preserving room for organizational growth?Use the executive title architecture when several reasonable paths exist in executive teams and boards, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how philosophy, level criteria, and internal parity will be judged before advocating an option.
People & OrganisationDecision guideResponsible-growth constraints canvasWhat operating constraints determine a sustainable growth rate for this business?Use the responsible growth constraints canvas when several reasonable paths exist in responsible scaling, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how customer promise, hiring capacity, and service complexity will be judged before advocating an option.
People & OrganisationDecision guideTeam-working group-project classifierDoes a body of work need a durable team, a temporary working group, or a bounded project?Use the team working group project classifier when several reasonable paths exist in team development, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how outcome, duration, and interdependence will be judged before advocating an option.
People & OrganisationDecision guideMarketing investment priority canvasWhere should early marketing investment go based on product maturity, customer, and growth motion?Use the marketing investment priority canvas when several reasonable paths exist in marketing and communications, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how customer, product market fit, and acquisition motion will be judged before advocating an option.
People & OrganisationDecision guideStrategic no filterWhich requests, opportunities, and recurring commitments should a leader decline?Use the strategic no filter when several reasonable paths exist in personal leadership, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how strategic fit, unique ownership, and opportunity cost will be judged before advocating an option.
TemplateTemplate / formComponent Stakeholder Engagement GuidelinesHow can component stakeholder engagement guidelines improve people, teams, or organisational effectiveness?
OperationsTemplate / formDocumentation style guideWhat writing, structure, terminology, procedure, and review standards should documentation follow?
People & OrganisationTemplate / formExecutive reference-check guideWhat evidence from former colleagues predicts an executive's impact and talent magnetism?
People & OrganisationTemplate / formPromotion decision briefWhat evidence supports or does not support a promotion against explicit next-level expectations?
People & OrganisationTemplate / formCareer conversation guideHow can a manager understand a person's career narrative, motivations, and desired direction?
People & OrganisationTemplate / formProduct manager reference guideWhat past evidence best distinguishes product leadership from proximity to a successful product?
People & OrganisationTemplate / formPre-exit conversation guideHow can a manager learn what may cause a valued employee to leave before resignation occurs?
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.
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 & OrganisationProcess / methodPerformance calibration facilitation guideHow can managers align assessment standards without turning calibration into advocacy theater?
People & OrganisationProcess / methodEngagement survey segmentation guideHow can engagement data be segmented responsibly to find unequal experiences without exposing individuals?
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.
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.
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 / modelBHAGHow can bhag support strategic choice or positioning?Use a BHAG when the organisation needs a long range destination that can align activity, guide decisions and motivate coordinated effort. It asks what the company’s next consequential leap should be and gives the organisation a purposeful, positive view of the future.
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.