People & OrganisationProcess / methodEngagement survey segmentation guideHow can engagement data be segmented responsibly to find unequal experiences without exposing individuals?
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People & OrganisationProcess / methodEngagement survey segmentation guideHow can engagement data be segmented responsibly to find unequal experiences without exposing individuals?
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.
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.
TemplateTemplate / formProgram Final ReportHow can program final report improve people, teams, or organisational effectiveness?
OperationsMatrix / portfolioProbability/Impact MatrixHow can probability/impact matrix support strategic choice or positioning?Prioritise risks recorded in a programme risk register.
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.
TemplateTemplate / formProcurement Management PlanHow can procurement management plan support strategic choice or positioning?
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:
TemplateTemplate / formContract Closure ProcedureHow can contract closure procedure support strategic choice or positioning?
People & OrganisationTemplate / formExecutive calendar leverage auditDoes an executive's calendar reflect the few responsibilities that only they can perform?
StrategyProcess / methodProduct life cycleHow can product life cycle support strategic choice or positioning?Develop a long term product and portfolio strategy.
MarketingFramework / modelAIDAHow can aida improve people, teams, or organisational effectiveness?To make marketing communications more effective from first exposure through response.
TemplateTemplate / formStakeholder RegisterHow can stakeholder register support strategic choice or positioning?
FinanceFramework / modelPrice elasticityHow can price elasticity support strategic choice or positioning?Estimate how price changes may affect volume and revenue.
People & OrganisationTemplate / formWork-style preferences profileWhich work conditions and interaction patterns help a person do their best work?
People & OrganisationTemplate / formManaging-up partnership planHow can a manager build a productive, explicit working relationship with their own manager?
TemplateTemplate / formTeam CharterHow can team charter improve people, teams, or organisational effectiveness?
People & OrganisationTemplate / formFounder-executive working agreementHow should founders and senior operators divide responsibilities and resolve overlap?
TemplateTemplate / formRisk Audit ReportHow can risk audit report improve people, teams, or organisational effectiveness?
MarketingFramework / modelCustomer online engagement levelHow can customer online engagement level improve people, teams, or organisational effectiveness?Answer the key performance question: “How well are we engaging our customers online?”
TemplateTemplate / formAudit PlanHow can audit plan improve people, teams, or organisational effectiveness?
People & OrganisationTemplate / formValues-to-behavior mapHow do personal values translate into observable choices at work?
MarketingFramework / modelPersonasHow can personas improve people, teams, or organisational effectiveness?To focus marketing messages, product decisions, service design and customer journeys.
People & OrganisationTemplate / formManager operating principlesWhich principles should guide a manager when situations are ambiguous or pressured?
StrategyFramework / modelAssessing customer purchasing criteriaHow can assessing customer purchasing criteria support strategic choice or positioning?Whenever a strategy, proposition or competitive assessment must begin with evidence about what customers value.
MarketingKPI / metricPage views and bounce ratesHow should page views and bounce rates be measured and interpreted?Answer the key performance question: “How effective is our internet strategy?”
TemplateTemplate / formRisk Management Planning Meeting AgendaHow can risk management planning meeting agenda support strategic choice or positioning?
TemplateTemplate / formAudit ReportHow can audit report improve people, teams, or organisational effectiveness?
StrategyFramework / modelStructured interviewingHow can structured interviewing support strategic choice or positioning?Use structured interviews in most strategy development processes unless a recent, relevant customer study already answers the questions. Do not burden customers by repeating research without a decision need.
TemplateTemplate / formKnowledge TransitionHow can knowledge transition improve people, teams, or organisational effectiveness?
TemplateTemplate / formInterface Management PlanHow can interface management plan support strategic choice or positioning?
Organisational behaviourTemplate / formTick-box and high-performance teamsHow can tick-box and high-performance teams improve people, teams, or organisational effectiveness?Use this model as a periodic reality check when a team seems busy with compliance but the quality, speed or usefulness of its work is not improving.
MarketingKPI / metricCustomer retention rateHow should customer retention rate be measured and interpreted?Answer the key performance question: “To what extent are we keeping the customers we have acquired?”
StrategyFramework / modelCore competenciesHow can core competencies support strategic choice or positioning?Use the model to identify the capabilities that create customer value and distinguish the organisation from rivals. It supplies an inside out counterpart to Porter’s Five Forces (Competitive analysis: Porter’s five forces model), which begins with the external industry. Core competence analysis asks whether the company can combine learning and technology to create unexpected products more quickly or economically than competitors and thereby support enduring advantage.
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.
MarketingFramework / modelSegmentationHow can segmentation support strategic choice or positioning?Identify customer groups whose differences should change the offer, channel, service or message.
Organisational behaviourKPI / metric360-degree feedback scoreHow should 360-degree feedback score be measured and interpreted?Answer the key performance question: “How well are our people performing in the eyes of those who have a stake in their performance?”
Organisational behaviourFramework / modelDISCHow can disc improve people, teams, or organisational effectiveness?Use DISC as a simple shared vocabulary for discussing communication differences.
TemplateTemplate / formStaffing Management PlanHow can staffing management plan support strategic choice or positioning?
Organisational behaviourFramework / modelEmployee satisfaction indexHow can employee satisfaction index improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our employees happy in their jobs?”
StrategyFramework / modelCo-opetition (Brandenburger and Nalebuff)How can co-opetition (brandenburger and nalebuff) support strategic choice or positioning?Use co opetition when cooperation with a competitor or adjacent player could create value that neither party can produce alone.
OperationsKPI / metricService profit chainHow should service profit chain be measured and interpreted?Map hypotheses linking employee conditions, delivered service, customer behaviour and economics.
OperationsFramework / modelProject cost variance (PCV)How can project cost variance (pcv) improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our projects delivered on budget?”
Organisational behaviourFramework / modelMaslow’s hierarchyHow can maslow’s hierarchy support strategic choice or positioning?To generate hypotheses about customer or employee needs and differentiate positioning.
Organisational behaviourFramework / modelSigmoid curveHow can sigmoid curve improve people, teams, or organisational effectiveness?Use the sigmoid curve to judge when a team needs renewal, either to extend strong performance or to prevent an emerging decline.
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:
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.