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.
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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.
OperationsFramework / modelInnovation pipeline strength (IPS)How can innovation pipeline strength (ips) support strategic choice or positioning?Answer the key performance question: “To what extent have we got a strong innovation pipeline?”
InnovationFramework / modelInnovation circleWhen and how should innovation circle be applied?Use the circle to create an end to end view of a product, service or process innovation, clarify handoffs and prevent teams from treating launch as the end of innovation management. It is particularly helpful when creative work and operational integration are disconnected.
StrategyFramework / modelInnovation hot spots (Gratton)How can innovation hot spots (gratton) support strategic choice or positioning?Use the model when an organisation needs stronger collaboration and innovation, particularly where expertise remains trapped inside teams or formal boundaries.
OperationsKPI / metricReturn on innovation investment (ROI2)How should return on innovation investment (roi2) be measured and interpreted?Answer the key performance question: “To what extent are our investments in innovation generating a return?”
StrategyFramework / modelReverse innovation (Govindarajan)How can reverse innovation (govindarajan) support strategic choice or positioning?Use the framework when an offer designed for a high income market is unaffordable, inaccessible or poorly suited to customers in an emerging market.
InnovationFramework / modelDiffusion of innovationWhen and how should diffusion of innovation be applied?Use it to plan the launch and growth of new products or services.
InnovationFramework / modelOpen innovationHow can open innovation support strategic choice or positioning?To develop products, services or technologies more quickly or effectively.
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.
InnovationTemplate / formBeta briefWhat must a beta learn, from whom, under what controls, and by 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:
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.
TemplateTemplate / formProgram Management PlanHow can program management plan support strategic choice or positioning?
MarketingTemplate / formPackaging experience briefHow should packaging balance brand recognition, product clarity, craft, accessibility, and environmental impact?
InnovationTemplate / formProduct requirements documentWhat behavior, requirements, boundaries, edge cases, and validation criteria define the product?
MarketingTemplate / formCo-brand asset review checklistDoes a shared-brand asset preserve clear attribution, balance, hierarchy, legibility, and approval rights?
FinanceTemplate / formPricing decision briefWhat customer value, alternatives, economics, packaging, risks, and evidence support a price decision?
StrategyTemplate / formBlockchain technology (Tapscott)How can blockchain technology (tapscott) support strategic choice or positioning?When several parties need a shared record, have limited trust in one another and cannot rely efficiently on a single intermediary—but only after comparing blockchain with a conventional database.
MarketingTemplate / formCreative briefWhat outcome, audience, message, constraints, assets, channels, and approvals should guide creative work?
StrategyProcess / methodProduct life cycleHow can product life cycle support strategic choice or positioning?Develop a long term product and portfolio strategy.
InnovationTemplate / formProduct briefWhat are we building, for whom, why now, and how will we know it works?
InnovationTemplate / formResearch briefWhat decision should research inform, for whom, and with what method and constraints?
InnovationTemplate / formSurvey briefWhat outcome, population, instrument, and decision logic should govern a survey?
MarketingTemplate / formPartner launch briefHow should a joint launch define proposition, responsibilities, dependencies, assets, approvals, and success?
InnovationTemplate / formResearch insights reportHow should research findings connect evidence to implications and decisions?
People & OrganisationTemplate / formPromotion decision briefWhat evidence supports or does not support a promotion against explicit next-level expectations?
InnovationTemplate / formBeta scorecardIs a beta producing credible learning and meeting its exit criteria?
People & OrganisationTemplate / formHard-feedback conversation plannerHow can a manager deliver difficult feedback with clarity, evidence, inquiry, and care?
StrategyKPI / metricBlue ocean strategy (Kim and Mauborgne)How should blue ocean strategy (kim and mauborgne) be measured and interpreted?Use the approach when a red ocean position offers limited prospects for profitable growth. In their twenty fifteen work on “red ocean traps,” Kim and Mauborgne identified six mental models that obstruct market creation:
InnovationTemplate / formPilot debriefWhat did a pilot prove, fail to prove, and imply for scale, redesign, or stop?
People & OrganisationTemplate / formTeam rebuild planHow should a manager restore capability and clarity after a major team change?
InnovationTemplate / formPilot planWhat hypothesis, audience, scope, operating model, measures, and decision criteria should govern a pilot?
People & OrganisationTemplate / formTeam offsite plannerHow can a team turn an offsite purpose into preparation, facilitation, decisions, and follow-through?
InnovationTemplate / formShaping checkpointIs an opportunity sufficiently understood and bounded to enter product development?
StrategyTemplate / formCounterweight metric checklistWhat unintended harm could improve while a primary metric appears successful?
InnovationTemplate / formExperience-measurement pilot rubricIs a new experience measure valid, useful, lightweight, and operationally sustainable?
InnovationTemplate / formBeta exit criteriaWhat evidence is required to expand, extend, pause, or stop a beta?
People & OrganisationTemplate / formCulture operating guideHow can a company explain the few cultural principles that should guide everyday behavior?
InnovationTemplate / formUser-experience capability scorecardWhich capabilities meet user needs and feel easy to use, and what drives the result?
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?”
People & OrganisationTemplate / formStrategic target relationship planHow should a company build trusted relationships with potential strategic targets before a transaction?
People & OrganisationTemplate / formValues-to-behavior mapHow do personal values translate into observable choices at work?
StrategyFramework / modelFast second (Markides)How can fast second (markides) support strategic choice or positioning?Consider a fast second strategy when:
People & OrganisationTemplate / formManager operating principlesWhich principles should guide a manager when situations are ambiguous or pressured?
FinanceTheory / principleReal options theoryWhen and how should real options theory be applied?Use real options reasoning when outcomes are uncertain, management can respond to future information, the response has material economic value and the initial decision affects whether that flexibility remains available. It is especially useful when a conventional discounted cash flow or net present value calculation treats management as passive and therefore misses the value of staged commitment.
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 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.
StrategyMatrix / portfolioDirectional policy matrixHow can directional policy matrix support strategic choice or positioning?Prioritise segments, business units, brands or new ideas.