StrategyProcess / methodBusiness process redesign (Hammer and Champy)How can business process redesign (hammer and champy) support strategic choice or positioning?Use BPR when benchmarking reveals a serious disadvantage in cost, quality, service or speed and incremental process improvement is unlikely to close it.
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StrategyProcess / methodBusiness process redesign (Hammer and Champy)How can business process redesign (hammer and champy) support strategic choice or positioning?Use BPR when benchmarking reveals a serious disadvantage in cost, quality, service or speed and incremental process improvement is unlikely to close it.
OperationsProcess / methodProcess or machine downtime levelHow can process or machine downtime level improve people, teams, or organisational effectiveness?Answer the performance question: “When required, how reliably are our machines or processes available?”
AccountingProcess / methodThe accrual method in accountingHow can the accrual method in accounting improve people, teams, or organisational effectiveness?Use accrual accounts to understand the economic performance of a business over a reporting period.
OperationsProcess / methodProcess waste levelHow can process waste level improve people, teams, or organisational effectiveness?Answer the performance question: “Where does this process consume effort without advancing a required outcome?”
OperationsProcess / methodIssue Escalation ProcessHow can issue escalation process improve people, teams, or organisational effectiveness?Establish the process before program execution and use it whenever an issue exceeds delegated authority, tolerance, resources or cross component scope.
Organisational behaviourProcess / methodNumber/rhyme methodHow can number/rhyme method support strategic choice or positioning?Use it to recall short, ordered lists for a limited period or as a retrieval aid during learning. Do not rely on it instead of an authoritative checklist in safety critical work.
Organisational behaviourProcess / methodLoci methodHow can loci method improve people, teams, or organisational effectiveness?Use it for an ordered list, presentation structure, procedural sequence or other material that benefits from deliberate recall. Do not use memory alone where safety, legal or technical work requires an authoritative checklist.
StrategyProcess / methodSurvey methods of demand forecastingHow can survey methods of demand forecasting support strategic choice or positioning?Use one or more methods when informed external or frontline judgement would strengthen the The HOOF approach to demand forecasting.
StrategyProcess / methodStatistical methods of demand forecastingHow can statistical methods of demand forecasting support strategic choice or positioning?Use statistical methods when the HOOF approach would benefit from stronger evidence, particularly when estimating historical growth or testing the relationship between demand and an external driver.
People & OrganisationProcess / methodLow-performance management processHow should expectations, evidence, coaching, support, decisions, and documentation progress over time?
MarketingProcess / methodProduct naming processHow should a team prepare, diverge, validate, approve, and socialize a name?
OperationsProcess / methodFeedback workflow boardWhat states and transitions make feedback processing visible and accountable?
People & OrganisationChecklist / diagnosticLightweight-process maturity checkIs a process absent, appropriately lightweight, or heavier than the problem requires?
Organisational behaviourKPI / metricInterview process health metricsDoes a structured interview process collect sufficient job-relevant evidence and reach timely, documented decisions?
StrategyProcess / methodProduct life cycleHow can product life cycle support strategic choice or positioning?Develop a long term product and portfolio strategy.
InnovationProcess / methodHype cycleHow can hype cycle support strategic choice or positioning?Use a Hype Cycle to structure discussion about an emerging technology’s evidence, maturity, uncertainty and possible timing. It can inform the scale and type of learning investment, but it cannot by itself predict returns or determine when to buy.
OperationsProcess / methodOODA loopHow can ooda loop improve people, teams, or organisational effectiveness?Use it when conditions evolve faster than a fixed plan and action can generate new information. For irreversible or high stakes decisions, speed must remain subordinate to safety, rights, evidence and required review.
FinanceProcess / methodCash conversion cycle (CCC)How can cash conversion cycle (ccc) support strategic choice or positioning?Use CCC to ask: “How effectively does the operating cycle protect our cash position?”
InnovationProcess / methodProduct development lifecycleWhat sequence of strategy, definition, design, build, validation, and launch should a team follow?
OperationsProcess / methodDecision forum operating guideHow should a recurring decision forum prepare, decide, record, and follow through?MarketingProcess / methodProduct life cycleHow can product life cycle support strategic choice or positioning?Decide how to position and invest in a specific product.
OperationsProcess / methodGlossary governanceHow should specialized terms be introduced, defined, reused, and retired?
OperationsProcess / methodCreative asset approval workflowHow should creative work move from brief through production, checks, approval, release, and archive?
People & OrganisationProcess / methodDownturn operating planHow should a company protect viability, communicate clearly, and identify opportunities during a downturn?
MarketingProcess / methodCustomer persona research planWhen are personas appropriate and how should they be researched, validated, sized, adopted, and maintained?
People & OrganisationProcess / methodPerformance calibration facilitation guideHow can managers align assessment standards without turning calibration into advocacy theater?
People & OrganisationProcess / methodEngagement survey segmentation guideHow can engagement data be segmented responsibly to find unequal experiences without exposing individuals?
People & OrganisationProcess / methodCross-team unblocking protocolHow should teams resolve a dependency or disagreement locally before escalating?
People & OrganisationProcess / methodCrisis communications playbookHow should a company analyze, acknowledge, act, communicate, and learn during a public crisis?
People & OrganisationProcess / methodHypothesis-based coaching worksheetHow can a coach convert observations into a testable, supportive development hypothesis?
People & OrganisationProcess / methodReorganization change planHow should leaders design, align, communicate, and stabilize a reorganization?
People & OrganisationProcess / methodNew leader onboarding systemHow should a company transfer context, relationships, authority, and social capital to a new leader?
People & OrganisationProcess / methodInterim executive gap-filler planWhen can a trusted leader temporarily stabilize a missing function, and how will the arrangement end?
OperationsProcess / methodOrder fulfilment cycle time (OFCT)When and how should order fulfilment cycle time (ofct) be applied?Answer: “How efficiently and reliably do our end to end processes fulfil orders?”
People & OrganisationFramework / modelPeople-process maturity ladderWhen should a company add structure to leveling, promotion, feedback, and compensation decisions?Use the people process maturity ladder when people working on organization and culture are using different mental models for stage, risk, and minimum process, and that difference is changing choices or coordination.
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.
OperationsFramework / modelSix sigmaHow can six sigma support strategic choice or positioning?Use six sigma when an organisation needs to identify the causes of poor operational performance, improve process reliability and translate fewer defects into customer or financial value. A project should have a defined business case, but the claim that management should reject any initiative without at least $175 000 in savings is a legacy rule of thumb, not a universal threshold. Scale the expected benefit to the process, organisation and risk involved.
OperationsTheory / principleOverall equipment effectiveness (OEE)When and how should overall equipment effectiveness (oee) be applied?Answer the key performance question: “To what extent is our operating equipment effective?”
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.
InnovationFramework / modelRandom word techniqueHow can random word technique improve people, teams, or organisational effectiveness?Use the technique when:
Organisational behaviourFramework / modelSix thinking hats (De Bono)How can six thinking hats (de bono) support strategic choice or positioning?Use the method when a decision needs to be examined from several perspectives, when habitual positions are limiting a conversation or when a group is arguing rather than thinking together. The sequence can expose overlooked opportunities, add nuance to initial reactions, encourage lateral thought and accelerate a decision by giving each stage a clear purpose.
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.
StrategyFramework / modelCarbon footprintHow can carbon footprint support strategic choice or positioning?Use the footprint to ask: “How effectively are we limiting climate impact while operating the business?”
OperationsFramework / modelRoot cause analysis/Pareto analysisHow can root cause analysis/pareto analysis improve people, teams, or organisational effectiveness?Use RCA when a recurring defect, failure, delay, incident or outcome has material consequences and treating the symptom has not been sufficient. Scale the investigation to severity and learning potential.
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 behaviourTemplate / formThe Deming cycle: plan–do–check–actHow can the deming cycle: plan–do–check–act improve people, teams, or organisational effectiveness?Use PDCA to bring discipline to continuous improvement, problem solving, training, objectives and control processes. The method distinguishes active management from repeated firefighting: each cycle makes the theory, action and learning explicit.
MarketingFramework / modelCrowdsourcingHow can crowdsourcing improve people, teams, or organisational effectiveness?Use it early enough for outside input to influence the work, before a decision is fixed. Invite a relevant community, or deliberately include people from another field when reframing is valuable. Keep decision rights explicit: contribution does not automatically confer authority.
FinanceKPI / metricCustomer profitability analyticsHow should customer profitability analytics be measured and interpreted?Use this analysis continuously to understand where customer value is being created, and give it particular attention when revenue is falling, costs are rising or margins are under pressure. It can reveal whether the problem comes from customer mix, acquisition channels, service demands, pricing or operational cost.