People & OrganisationChecklist / diagnosticM&A readiness diagnosticIs acquisition an appropriate tool for the company's strategy, operating capacity, and currency?
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People & OrganisationChecklist / diagnosticM&A readiness diagnosticIs acquisition an appropriate tool for the company's strategy, operating capacity, and currency?
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?
TemplateTemplate / formOvercoming Obstacles Change DiagnosticHow can overcoming obstacles change diagnostic 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?
Organisational behaviourTemplate / formTeam-state diagnosticWhich team conditions most constrain effectiveness, and what intervention should be tested next?
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.
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.
OperationsFramework / modelWheel of lifeHow can wheel of life improve people, teams, or organisational effectiveness?Use the wheel when work and home feel out of balance, when considering a role or career change, or when you need to reassess where time and attention are going.
Organisational behaviourFramework / modelJohari windowHow can johari window support strategic choice or positioning?Use the window in coaching, team development and reflective practice when participants can choose what to disclose and feedback can be given safely.
StrategyFramework / modelCross, spider, comb and marimekko chartsHow can cross, spider, comb and marimekko charts support strategic choice or positioning?Use the charts to compare product attributes, Assessing customer purchasing criteria or Deriving key success factors, selecting the display that matches the question.
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.
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.
StrategyFramework / modelThe segmentation mincer (Koch)How can the segmentation mincer (koch) support strategic choice or positioning?Use it when segment boundaries feel arbitrary or when a more disciplined comparison would improve strategy development.
Organisational behaviourFramework / model360-degree assessmentHow can 360-degree assessment improve people, teams, or organisational effectiveness?To understand how people around you experience your performance and management style, then convert that evidence into a personal development plan.
Organisational behaviourFramework / modelThomas–Kilmann conflict mode instrumentHow can thomas–kilmann conflict mode instrument improve people, teams, or organisational effectiveness?Use the model when you are directly involved in a disagreement or are helping other people resolve one.
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.
MarketingFramework / model4Ps of marketing (Kotler)How can 4ps of marketing (kotler) support strategic choice or positioning?Marketing and sales connect the customer's perspective with the organization's. Reviewing the four elements reveals how the organization currently interacts with customers, how it could serve prospective customers and how its offer is positioned in their minds. The mix is a tactical toolkit within marketing strategy, and repeated adjustment helps the organization respond to changing needs in a chosen segment while supporting corporate strategy.
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.
StrategyFramework / modelPESTEL analysisHow can pestel analysis support strategic choice or positioning?Use PESTEL early in strategy development, market entry, scenario planning or risk review when external change may alter an industry.
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.
OperationsFramework / modelRegression analysisWhen and how should regression analysis be applied?Use regression when a decision requires a quantified relationship, a conditional prediction or a test of how an outcome differs as selected inputs change.
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.