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 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.
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:
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?”
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 & 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?
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.
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 / modelGap analysisHow can gap analysis support strategic choice or positioning?To identify and improve an important area of underperformance.
MarketingFramework / modelCompetitive intelligenceHow can competitive intelligence support strategic choice or positioning?Use CI to assess relative market strengths, weaknesses, intentions and vulnerabilities.
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.
OperationsFramework / modelBenchmarkingHow can benchmarking support strategic choice or positioning?To establish evidence based targets for business and marketing KPIs.
StrategyFramework / modelFast second (Markides)How can fast second (markides) support strategic choice or positioning?Consider a fast second strategy when:
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.
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.
StrategyFramework / modelOutsourcingHow can outsourcing support strategic choice or positioning?Consider outsourcing when an external provider may lower unit costs, raise service standards, supply scarce expertise, accelerate access to technology or release internal attention for strategically distinctive work. Use expanded throughout the 2000s and 2010s, including in government, but prevalence is not evidence that it suits a particular activity.
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.
OperationsFramework / modelValue chainHow can value chain support strategic choice or positioning?Identify how product or service value is created through the operating system.
FinanceFramework / modelCapital budgetingWhen and how should capital budgeting be applied?To decide whether a proposed long term investment is expected to create value.
Organisational behaviourFramework / modelOverhead value analysisHow can overhead value analysis improve people, teams, or organisational effectiveness?Use OVA when overhead has grown without a clear link to organisational priorities, when support services no longer meet internal customer needs, or when financial pressure requires a disciplined redesign. It can be preventive or corrective. Because the analysis may affect roles, workload and employment, establish transparent decision criteria, worker consultation and implementation support at the outset.Organisational behaviourFramework / modelBenchmarkingHow can benchmarking improve people, teams, or organisational effectiveness?The design of a benchmark should follow the decision it needs to support. Typical questions include:
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.
OperationsFramework / modelTime to marketHow can time to market improve people, teams, or organisational effectiveness?Answer the performance question: “How quickly are we getting products/services to market?”
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:
StrategyFramework / modelRoad-mappingHow can road-mapping support strategic choice or positioning?Use product–technology road mapping when future customer needs and technical choices must be aligned across functions or organisations. It is particularly valuable in technology intensive settings with long development lead times, interdependent platforms or shortening product life cycles.
InnovationFramework / modelRandom word techniqueHow can random word technique improve people, teams, or organisational effectiveness?Use the technique when:
MarketingFramework / modelCustomer journey mapsHow can customer journey maps support strategic choice or positioning?Use it to assess current marketing, sales and service performance.
OperationsFramework / modelProject schedule variance (PSV)How can project schedule variance (psv) improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our projects delivered on schedule?”
StrategyFramework / modelMOSAICHow can mosaic support strategic choice or positioning?To set objectives for a current problem or opportunity and translate them into controlled action.
Organisational behaviourFramework / modelBetari boxHow can betari box improve people, teams, or organisational effectiveness?Use the Betari box when a relationship has entered a repetitive pattern of defensiveness, criticism, withdrawal or escalation. It can support:
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.
StrategyFramework / modelDeriving key success factorsHow can deriving key success factors support strategic choice or positioning?Always.
MarketingFramework / modelValue-based marketingHow can value-based marketing improve people, teams, or organisational effectiveness?Increase the customer value and profitability of a product or service.
Organisational behaviourFramework / modelHR business rolesHow can hr business roles support strategic choice or positioning?Use the framework to clarify expectations of HR, assess whether its capabilities match organisational needs and balance immediate operations with longer term development. Two dimensions—short term versus long term focus, and process versus people orientation—create four roles:
StrategyFramework / modelValue disciplinesHow can value disciplines support strategic choice or positioning?Use the framework when reviewing what customers value, why they choose the organisation and whether its systems reinforce a distinctive promise. It is especially helpful when strategy feels like an unprioritised list of desirable qualities or when leaders need to reconnect the organisation’s purpose with the customers it intends to serve.
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.
OperationsFramework / modelValue stream mappingHow can value stream mapping improve people, teams, or organisational effectiveness?Use value stream mapping to reduce lead time, expose waste and coordinate improvement across functional boundaries. A map records process steps, material movement, information flow and operating data such as inventory, cycle time and batch size with common symbols (see Rother and Shook, 2003). The current state map supplies evidence for designing a leaner future state.
Organisational behaviourFramework / modelRisk managementHow can risk management support strategic choice or positioning?Use risk management whenever uncertain events or conditions could materially affect objectives. The depth should match the stakes, reversibility and velocity of the decision.
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.
Organisational behaviourFramework / modelCulture dimensions (Trompenaars)How can culture dimensions (trompenaars) improve people, teams, or organisational effectiveness?Use the model when colleagues, customers or partners from different backgrounds face recurring tension in expectations. Awareness is only the beginning. Effective intercultural management requires dialogue and reconciliation: the parties seek a workable combination of different preferences rather than declaring one culture superior.
StrategyFramework / modelIdentifying the capability gapHow can identifying the capability gap support strategic choice or positioning?Use it after clarifying target segments, future scenarios, key success factors and the desired competitive position. Revisit it when those assumptions change, while recognising that gap analysis can create false certainty if aspirations are vague or context is ignored.