FinanceFramework / modelCapital asset pricing model (CAPM)How can capital asset pricing model (capm) support strategic choice or positioning?Use CAPM when a decision requires a transparent estimate of the return appropriate to market risk. Owners and external investors can use it to assess whether a prospective equity return compensates for that risk. Corporate finance teams use it to estimate the cost of equity, while banks, pension funds and other institutional investors use its logic in portfolio and valuation work.
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FinanceFramework / modelCapital asset pricing model (CAPM)How can capital asset pricing model (capm) support strategic choice or positioning?Use CAPM when a decision requires a transparent estimate of the return appropriate to market risk. Owners and external investors can use it to assess whether a prospective equity return compensates for that risk. Corporate finance teams use it to estimate the cost of equity, while banks, pension funds and other institutional investors use its logic in portfolio and valuation work.FinanceFramework / modelCapital asset pricing modelHow can capital asset pricing model support strategic choice or positioning?To estimate the required return or discount rate for a security, such as a company’s shares.
Organisational behaviourFramework / modelGreiner’s growth modelHow can greiner’s growth model support strategic choice or positioning?To recognise organisational pressures associated with different phases of growth and prepare a transition.
OperationsFramework / modelThe EFQM modelHow can the efqm model support strategic choice or positioning?The framework began as a total quality self assessment and improvement method. It can now be used more broadly to examine organisational architecture, translate strategy into operating practice and identify performance gaps across public, private and non profit organisations.
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.
StrategyFramework / modelBusiness model canvasHow can business model canvas support strategic choice or positioning?Use the canvas when a group needs to understand how a business works as a whole rather than discuss products, customers, operations and economics in isolation. It is particularly useful for:
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:
FinanceFramework / modelBlack-Scholes options pricing modelHow can black-scholes options pricing model support strategic choice or positioning?To estimate a theoretical value for European options traded in financial markets.
InnovationFramework / modelThe seven domains assessment model for entrepreneursHow can the seven domains assessment model for entrepreneurs support strategic choice or positioning?Assess an opportunity before committing heavily to launch.
StrategyFramework / modelKano modelHow can kano model support strategic choice or positioning?Use the model during product discovery, service design, prioritisation and value engineering.
Organisational behaviourFramework / modelChange management: Kotter’s eight-step modelHow can change management: kotter’s eight-step model support strategic choice or positioning?Use it to lead a significant organisational change, such as a new structure, technology platform or customer service model.
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:
Organisational behaviourFramework / modelDistributive bargaining (adversarial model)How can distributive bargaining (adversarial model) support strategic choice or positioning?Use distributive bargaining for the final division of a genuinely fixed resource, including within a broader integrative negotiation.
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.
InnovationFramework / modelDiffusion modelWhen and how should diffusion model be applied?Use the Bass model when forecasting adoption, sales or installed base growth for a genuinely new product, technology or service with limited historical demand data. It can support production, capacity and launch planning.
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.
Organisational behaviourFramework / modelGROW model (Whitmore et al.)How can grow model (whitmore et al.) improve people, teams, or organisational effectiveness?Use GROW in formal or informal coaching when a person needs to solve a problem, make a decision, develop a skill or translate an aspiration into action. It is especially useful when a conversation risks jumping to solutions before the goal and current reality are understood.
Organisational behaviourFramework / modelPink’s model of motivationHow can pink’s model of motivation support strategic choice or positioning?Use the model to review whether a role gives people appropriate discretion, opportunities to grow and a credible connection to meaningful outcomes.
Organisational behaviourFramework / modelSchein’s model of organisational cultureHow can schein’s model of organisational culture improve people, teams, or organisational effectiveness?Diagnose how culture shapes behaviour, decisions and belonging.
Organisational behaviourFramework / modelCLEAR model (Hawkins)How can clear model (hawkins) improve people, teams, or organisational effectiveness?Use CLEAR to structure a one to one coaching session or an ongoing coaching relationship.
Organisational behaviourFramework / modelEEC modelHow can eec model improve people, teams, or organisational effectiveness?Use EEC to reinforce behaviour that should continue.
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.
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.
OperationsFramework / modelProduct feedback operating modelHow should feedback move from intake through triage, synthesis, decision, response, and learning?
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.
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 / 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.
OperationsFramework / modelObjective-oriented project planning (OOPP)How can a team connect project activity to measurable outcomes, strategic purpose, evidence, and external assumptions?Use OOPP when a project is strategically important, involves several functions, or depends on behaviour and conditions that the delivery team cannot create directly. It is also useful when:
InnovationFramework / modelStage gate new product developmentHow can stage gate new product development support strategic choice or positioning?Use a stage gate process to manage the development and launch of products, services, technologies or substantial product changes when:
StrategyFramework / modelPorter’s five forcesHow can porter’s five forces support strategic choice or positioning?Assess the structural drivers of industry profitability and competitive intensity.
InnovationFramework / modelDisruptive innovationWhen and how should disruptive innovation be applied?Use the theory to examine how a well managed incumbent can still be displaced. Established firms often see the emerging technology, but their customers, margins, processes and resource allocation rules make the early opportunity unattractive. A start up with a different cost structure and value network can pursue it.
InnovationKPI / metricStrategic IT-alignment modelHow should strategic it-alignment model be measured and interpreted?Apply the model when technology is material to delivering or changing the business strategy. IT strategy should not be designed or altered in isolation; alignment must be managed across external choices and internal operating arrangements.
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:
Organisational behaviourFramework / modelMcKinsey 7SHow can mckinsey 7s support strategic choice or positioning?To conduct an organisational health and alignment review.
TemplateTemplate / formProgram Financial FrameworkWhen and how should program financial framework be applied?
Organisational behaviourTemplate / formProduct operating-model health checkIs a product operating model clear, used, measurable, and maintained?
StrategyFramework / modelCreating value from mergers, acquisitions and alliancesHow can creating value from mergers, acquisitions and alliances support strategic choice or positioning?Use this assessment for every proposed merger, acquisition or alliance, from initial rationale through valuation and integration planning.
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.
MarketingFramework / modelPESTHow can pest support strategic choice or positioning?To assess four major macro factors that may shape a company’s future.
Organisational behaviourFramework / modelStorytellingHow can storytelling improve people, teams, or organisational effectiveness?Weave an appropriate story into a conversation to disclose something about yourself, engage people in an idea, teach, solve a problem, sell an offer or focus attention on what matters at work.
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.
FinanceFramework / modelValuing the firmWhen and how should valuing the firm be applied?Estimate a defensible price for an acquisition or disposal.
StrategyFramework / modelGap analysisHow can gap analysis support strategic choice or positioning?To identify and improve an important area of underperformance.
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.
MarketingFramework / modelCompetitive intelligenceHow can competitive intelligence support strategic choice or positioning?Use CI to assess relative market strengths, weaknesses, intentions and vulnerabilities.
MarketingFramework / modelAIDAHow can aida improve people, teams, or organisational effectiveness?To make marketing communications more effective from first exposure through response.
FinanceFramework / modelPrice elasticityHow can price elasticity support strategic choice or positioning?Estimate how price changes may affect volume and revenue.