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:
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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:
OperationsTemplate / formObjective-oriented project planning matrixHow should a team document and test the complete causal design of a project before and during delivery?
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.
TemplateTemplate / formProgram Financial FrameworkWhen and how should program financial framework be applied?
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:
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:
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 / 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.
Organisational behaviourFramework / modelMcKinsey 7SHow can mckinsey 7s support strategic choice or positioning?To conduct an organisational health and alignment review.
OperationsTemplate / formProject briefWhat problem, outcome, scope, approach, ownership, and decision does a proposed project require?
InnovationFramework / modelRandom word techniqueHow can random word technique improve people, teams, or organisational effectiveness?Use the technique when:
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.
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.
Organisational behaviourFramework / modelCompeting valuesHow can competing values support strategic choice or positioning?Use the framework to:
FinanceFramework / modelActivity-based costingWhen and how should activity-based costing be applied?ABC is particularly useful when overhead is substantial and products or customers vary widely in complexity and handling requirements. By tracing indirect expenditure to the activities that generate it, the method makes those costs more directly attributable. This greater precision can expose opportunities to improve process effectiveness and efficiency while clarifying the true cost of an offer.
Organisational behaviourFramework / modelCultural dimensions (Hofstede)How can cultural dimensions (hofstede) improve people, teams, or organisational effectiveness?Use the framework when international customers, partners, suppliers or colleagues may approach authority, groups, competition, ambiguity or time differently. It can surface hypotheses before a negotiation, team launch or market entry and help participants ask better questions before friction becomes failure.
StrategyFramework / modelLean startups (Blank and Ries)How can lean startups (blank and ries) support strategic choice or positioning?Use the approach when customer, problem, solution, channel or business model uncertainty is high. It applies to independent ventures and new initiatives inside established organisations, with additional governance where failure could harm people or violate regulation.
Organisational behaviourFramework / modelSocially engineered changeHow can socially engineered change support strategic choice or positioning?Use the model when an organisation has chosen a strategy or working method and needs to embed it quickly but sustainably. The approach begins with a clear view of the intended end state—echoing Covey’s principle of beginning with the end in mind—and translates that destination into practical rules for daily business. It is most suitable when the change can be planned, directed and described with enough precision for managers and teams to act consistently.
StrategyFramework / modelBenchmarkingHow can benchmarking support strategic choice or positioning?Use it to examine a specific operating process, locate the performance gap between the firm and relevant peers, and decide how far closing that gap should feature in strategy.
StrategyFramework / model5C situation analysisHow can 5c situation analysis support strategic choice or positioning?Consider using this method as an alternative to issue analysis (Issue analysis (Minto)) when you already know how it works. Each approach begins by surfacing ideas and issues through brainstorming, an essential early activity in strategy development.
StrategyFramework / modelIssue analysis (Minto)How can issue analysis (minto) support strategic choice or positioning?Use it near the start of strategy development for three purposes:
StrategyFramework / modelIntegrative thinking (Martin)How can integrative thinking (martin) support strategic choice or positioning?Use it when a strategic decision presents a genuine trade off and each opposing approach contains value that should not be discarded.
StrategyFramework / modelObliquity (Kay)How can obliquity (kay) support strategic choice or positioning?When an objective has been oversimplified, measures are becoming targets, or the path must be discovered through adaptation. Use direct action when causality is stable and the goal is clear.
OperationsFramework / modelBusiness experiments/experimental design/AB testingWhen and how should business experiments/experimental design/ab testing be applied?Innovation and strategic change rely on assumptions that customers may not confirm. A well designed experiment reduces uncertainty by exposing a limited population to alternatives and measuring the difference before the organisation scales one choice.
StrategyFramework / modelWater footprintHow can water footprint support strategic choice or positioning?Answer the performance question: “How well do we safeguard the environment in the execution of our business operations?”
Organisational behaviourFramework / modelRapport buildingHow can rapport building improve people, teams, or organisational effectiveness?Rapport helps at the beginning of most important working relationships and whenever trust has weakened. It is especially useful in interviews, coaching, negotiation, customer conversations, cross cultural work, conflict resolution and meetings with unfamiliar stakeholders.
OperationsFramework / modelProject and programme analyticsWhen and how should project and programme analytics be applied?Establish the analytics approach when a project or programme is authorised, then use it throughout definition, delivery, transition and review.
OperationsFramework / modelLean Six Sigma analyticsHow can lean six sigma analytics support strategic choice or positioning?Use the approach when quality, cycle time, cost or consistency matters and repeated process data are available. Maintain routine monitoring, but launch projects only where the expected value justifies the analytical effort.
MarketingFramework / modelMarket orientationHow can market orientation support strategic choice or positioning?To assess whether the firm can understand, anticipate and shape market needs.
InnovationFramework / modelDesign thinkingHow can design thinking improve people, teams, or organisational effectiveness?Use it to understand how innovation can emerge in an organisational setting.
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.
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.
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.
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.
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:
FinanceFramework / modelPrice elasticityHow can price elasticity support strategic choice or positioning?Estimate how price changes may affect volume and revenue.OperationsFramework / modelBenchmarkingHow can benchmarking support strategic choice or positioning?To establish evidence based targets for business and marketing KPIs.
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?”
MarketingFramework / modelCustomer value propositionHow can customer value proposition support strategic choice or positioning?To create a compelling purchase motive.