InnovationTemplate / formResearch briefWhat decision should research inform, for whom, and with what method and constraints?
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InnovationTemplate / formResearch briefWhat decision should research inform, for whom, and with what method and constraints?
InnovationTemplate / formResearch insights reportHow should research findings connect evidence to implications and decisions?
StrategyFramework / modelProduct quality and satisfaction (Kano)How can product quality and satisfaction (kano) support strategic choice or positioning?Use it when product development is part of a growth option.
MarketingProcess / methodCustomer persona research planWhen are personas appropriate and how should they be researched, validated, sized, adopted, and maintained?
InnovationKPI / metricCustomer research evidence metricsIs the customer evidence behind active decisions current and sufficiently representative of the priority research space?
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:
FinanceFramework / modelNew product pricing (Gabor–Granger and van Westendorp)When and how should new product pricing (gabor–granger and van westendorp) be applied?To research price perceptions and purchase intent for a new or existing offer.
StrategyFramework / modelDiscovery-driven growth (McGrath)How can discovery-driven growth (mcgrath) support strategic choice or positioning?Use it for products or markets with high uncertainty, especially a new product entering a new market. The product/market matrix helps distinguish that situation.
MarketingFramework / modelEthnographic market researchHow can ethnographic market research improve people, teams, or organisational effectiveness?To understand how customers actually use a product or service and identify improvements.
StrategyTemplate / formCustomer problem recordWhat makes a customer problem sufficiently clear and evidenced for prioritization?
InnovationTemplate / formSurvey briefWhat outcome, population, instrument, and decision logic should govern a survey?
StrategyTemplate / formSurvey results readoutHow should survey results distinguish evidence, interpretation, limitations, and action?
InnovationTemplate / formExperience-measurement pilot rubricIs a new experience measure valid, useful, lightweight, and operationally sustainable?
InnovationTemplate / formUser-experience capability scorecardWhich capabilities meet user needs and feel easy to use, and what drives the result?
MarketingFramework / modelPersonasHow can personas improve people, teams, or organisational effectiveness?To focus marketing messages, product decisions, service design and customer journeys.
StrategyFramework / modelValue proposition design (Ostervalder and Pigneur)How can value proposition design (ostervalder and pigneur) support strategic choice or positioning?Use the canvas while developing or revising a product, service, business model or new venture.
MarketingFramework / modelPersona versus segmentation guideWhen should a team use descriptive personas versus classification-based segmentation?Use the persona versus segmentation guide when people working on feedback and customer insight are using different mental models for purpose, input, and unit, and that difference is changing choices or coordination.
StrategyFramework / modelCustomer problem source of truthHow should a company maintain one governed view of validated customer problems?Use the customer problem source of truth when people working on feedback and customer insight are using different mental models for problem record, evidence, and taxonomy, and that difference is changing choices or coordination.
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.
StrategyTemplate / formProduct strategy one-pagerWhich product strategy choices should guide priorities, trade-offs, and near-term moves?
Organisational behaviourTemplate / formProduct team operating modelHow will a cross-functional product team divide responsibilities and run recurring work?
MarketingTemplate / formProduct naming briefWhat must be understood before generating and evaluating a product or feature name?
InnovationTemplate / formProduct requirements documentWhat behavior, requirements, boundaries, edge cases, and validation criteria define the product?
StrategyProcess / methodProduct life cycleHow can product life cycle support strategic choice or positioning?Develop a long term product and portfolio strategy.
StrategyTemplate / formProduct strategy quality checklistDoes a product strategy make differentiated, evidence-backed choices rather than describe a vision or plan?
MarketingTemplate / formProduct vocabulary registerHow can a company keep product names, terms, definitions, and usage consistent?
People & OrganisationTemplate / formVP Product role scorecardWhat must a VP Product deliver in strategy, talent, discipline, and cross-company process?
People & OrganisationTemplate / formProduct manager reference guideWhat past evidence best distinguishes product leadership from proximity to a successful product?
OperationsTemplate / formProduct review agendaHow should a product team review customer evidence, product quality, metrics, roadmap, and decisions?
People & OrganisationTemplate / formVP Product onboarding and delegation planHow should a CEO transfer product context and authority while preserving appropriate involvement?
StrategyTemplate / formProduct charterWhat enduring customer and business purpose should guide a product area?
OperationsMatrix / portfolioProduct service positioning matrixHow can product service positioning matrix support strategic choice or positioning?Position an offer according to customers’ perceptions of product quality and service value.
People & OrganisationTemplate / formProduct manager capability scorecardWhich observable capabilities predict strong product management in this context?
Organisational behaviourTemplate / formProduct operating-model health checkIs a product operating model clear, used, measurable, and maintained?
StrategyKPI / metricProduct recycling rateHow should product recycling rate be measured and interpreted?Use it to answer the key performance question: “To what extent are we minimising the environmental impact of the products we produce or sell?”
People & OrganisationChecklist / diagnosticProduct-manager conversion readinessIs the organization ready to move someone from another function into product management?MarketingProcess / methodProduct life cycleHow can product life cycle support strategic choice or positioning?Decide how to position and invest in a specific product.
People & OrganisationMatrix / portfolioProduct manager archetype matrixWhich blend of business, technical, design, and growth product skills does the portfolio need?
FinanceKPI / metricProduct profitability analyticsHow should product profitability analytics be measured and interpreted?Use the analysis when launching, changing, repricing or retiring offers and review it at least annually where the portfolio is stable. It can answer:
People & OrganisationFramework / modelProduct management operating systemHow should product requirements, reviews, launch readiness, and retrospectives work as one system?Use the product management operating system when people working on product leadership are using different mental models for pRD, road map, and review, and that difference is changing choices or coordination.
People & OrganisationFramework / modelProduct manager role mapWhat outcomes should product managers own across strategy, prioritization, execution, and communication?Use the product manager role map when people working on product leadership are using different mental models for vision, customer, and priorities, and that difference is changing choices or coordination.
People & OrganisationFramework / modelProduct-design-engineering responsibility mapHow should product, design, and engineering divide ownership while resolving overlap?Use the product design engineering responsibility map when people working on product leadership are using different mental models for outcome, vision, and experience, and that difference is changing choices or coordination.
People & OrganisationFramework / modelProduct-to-distribution strategyHow can a company treat customer access and distribution as strategic assets for future products?Use the product to distribution strategy when people working on product leadership are using different mental models for core product, customer base, and channels, and that difference is changing choices or coordination.
StrategyFramework / modelProduct strategy stackHow should vision, product strategy, pillar strategies, roadmaps, and near-term goals fit together?Use the product strategy stack when people working on product strategy and roadmaps are using different mental models for five artifact levels, purpose, and owner, and that difference is changing choices or coordination.
StrategyFramework / modelKotler’s five product levelsHow can kotler’s five product levels support strategic choice or positioning?Use the model to clarify customer value, differentiate an offer and identify augmentation that improves willingness to choose or pay.
OperationsFramework / modelJust-in-time productionHow can just-in-time production support strategic choice or positioning?Use JIT to improve flow, reduce working capital and reveal bottlenecks where demand is sufficiently visible and processes can be stabilised.
InnovationTemplate / formProduct briefWhat are we building, for whom, why now, and how will we know it works?