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:
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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:
StrategyFramework / modelCustomer-first product metricsWhich measures show who the customer is, what problem exists, whether the solution works, whether it is adopted, and whether outcomes improve?
OperationsKPI / metricMeasurement system health metricsAre decision-critical metrics current and complete enough to support the decisions that depend on them?
OperationsTemplate / formMetrics dashboard design checklistDoes a dashboard make definitions, comparisons, cohorts, and exceptions easy to understand?
StrategyFramework / modelProduct metric treeHow do target population, problem prevalence, solution efficacy, adoption, and customer outcome connect?Use the product metric tree when people working on metrics, goals, and business reviews are using different mental models for metric tree, definitions, and equations, and that difference is changing choices or coordination.
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:
OperationsTemplate / formProduct review agendaHow should a product team review customer evidence, product quality, metrics, roadmap, and decisions?
StrategyFramework / modelMetric hierarchy mapHow should charter, operating, and activity metrics relate without being confused?Use the metric hierarchy map when people working on metrics, goals, and business reviews are using different mental models for metric levels, purpose, and horizon, and that difference is changing choices or coordination.
OperationsKPI / metricDocumentation health metricsIs active documentation current, and can intended users complete the documented task without additional help?
MarketingTemplate / formProduct vocabulary registerHow can a company keep product names, terms, definitions, and usage consistent?
People & OrganisationTemplate / formProduct manager reference guideWhat past evidence best distinguishes product leadership from proximity to a successful product?
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.
FinanceFramework / modelPredictive sales analyticsHow can predictive sales analytics improve people, teams, or organisational effectiveness?Use predictive sales analytics continuously where forecasts influence inventory, staffing, cash, capacity, targets or financing. It is particularly useful for:
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.
OperationsKPI / metricFeedback operations metricsDoes product feedback move from intake to acknowledgment, synthesis, decision, and closure without losing trust or learning?
OperationsFramework / modelVideo analyticsHow can video analytics improve people, teams, or organisational effectiveness?Use video analytics when a legitimate business or safety question depends on what happens in a physical space—for example, queue duration, movement through a store, use of a display, congestion, restricted area access or an emerging hazard.
MarketingFramework / modelSocial media analyticsHow can social media analytics improve people, teams, or organisational effectiveness?Social media is embedded in the daily lives of a large population, and public conversation can change quickly. Monitoring should therefore match the speed and risk of the business question rather than occur only during an annual review.
OperationsFramework / modelEnvironmental impact analyticsHow can environmental impact analytics support strategic choice or positioning?Conduct a comprehensive baseline before setting environmental priorities, then refresh the analysis on a regular cycle and whenever a material change is proposed. A new supplier, material, product, facility or logistics route can move impacts from one stage or place to another.
OperationsFramework / modelImage analyticsHow can image analytics improve people, teams, or organisational effectiveness?Use image analytics when a decision depends on visual evidence that would be slow, inconsistent or impossible to review manually at the required scale. Applications include quality inspection, medical decision support, asset monitoring, brand detection, accessibility, security and customer research.
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.
FinanceFramework / modelCash flow analyticsHow can cash flow analytics support strategic choice or positioning?Use cash flow analytics routinely to monitor the current position and forecast whether the organisation can operate without a funding interruption. A forward view makes seasonal peaks, delayed receipts, debt payments and investment commitments visible early enough to manage them.
MarketingFramework / modelCustomer engagement analyticsHow can customer engagement analytics improve people, teams, or organisational effectiveness?Review the full model at least every six months and monitor leading signals between reviews. Reassess it when a product, service or system changes the experience.
MarketingFramework / modelSales channel analyticsHow can sales channel analytics support strategic choice or positioning?Review channel performance regularly and conduct a structured strategic review at least every year. Increase the cadence when customer behaviour, partner economics or technology changes quickly.
OperationsFramework / modelCapacity utilisation analyticsWhen and how should capacity utilisation analytics be applied?Use it continuously for high value or bottleneck assets and periodically for the wider asset base. Modern machinery often supplies operating, speed, fault and condition data through built in sensors, allowing managers to distinguish scheduled idle time from breakdown, setup, reduced speed and quality losses.
OperationsFramework / modelVoice analyticsHow can voice analytics improve people, teams, or organisational effectiveness?Use speech analytics when a large volume of customer or operational conversations contains evidence relevant to a defined decision. Contact centres can detect recurring product issues, reasons for cancellation, compliance failures, extended hold periods and coaching needs.
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.
FinanceFramework / modelValue driver analyticsHow can value driver analytics support strategic choice or positioning?Review major value drivers at least annually and, where decisions move quickly, every six months. Allow enough time for interventions to create measurable effects, but do not wait so long that a weak assumption consumes substantial resources. Use the method when setting strategy, revising a strategy map or investigating why expected results did not appear.
MarketingFramework / modelMarket size analyticsHow can market size analytics improve people, teams, or organisational effectiveness?Use market size analytics in strategic planning, investment appraisal and product development. It helps reveal whether a market is expanding, maturing or declining before the change is fully visible in company revenue.
OperationsFramework / modelSupply chain analyticsWhen and how should supply chain analytics be applied?The method applies to services as well as products, but physical flows usually create the clearest need. Review a dynamic supply chain at least monthly. A stable network with few material changes may justify a six month cycle, while operational alerts and critical risks should be monitored more frequently.
MarketingFramework / modelUnmet need analyticsHow can unmet need analytics support strategic choice or positioning?Customer expectations, technologies and competitive alternatives change, so reassess needs at least annually in stable markets and more frequently where change is rapid. Use the method when developing a new offer, revising an existing one or investigating declining satisfaction or adoption.
MarketingFramework / modelBrand analyticsHow can brand analytics improve people, teams, or organisational effectiveness?Monitor brand perception continuously rather than waiting for a periodic crisis or research project. Digital conversations make observation faster, although they represent only the people and channels visible in the data.
MarketingFramework / modelCustomer churn analyticsHow can customer churn analytics support strategic choice or positioning?Set frequency according to industry dynamics and Customer Lifetime Value Analytics, but a monthly stream is a useful default. In highly competitive subscription markets, monitor frequently enough to intervene before departure and to evaluate retention tests.
MarketingFramework / modelNon-customer analyticsHow can non-customer analytics support strategic choice or positioning?Use it when a market is stagnant, declining or narrowly contested, or when customer only research keeps reproducing the same opportunities.
MarketingFramework / modelCustomer acquisition analyticsWhen and how should customer acquisition analytics be applied?Use it to locate failure across marketing, product, delivery, sales and ordering. Complete a broad review at least annually and monitor campaign economics continuously or whenever the process changes. If radio prices rise or response falls, a business should discover the change immediately rather than after six months of unprofitable spend.
StrategyFramework / modelStrategy-to-metrics mapHow do strategic choices connect to charter, operating, and activity metrics?Use the strategy to metrics map when people working on product strategy and roadmaps are using different mental models for choice to outcome chain, metric levels, and leading/lagging links, and that difference is changing choices or coordination.
OperationsKPI / metricMetric definition cardWhat exactly does this metric mean, how is it calculated, and which decision should it support?
OperationsTemplate / formMetric review agendaHow should a team move from trend review to diagnosis, decision, and follow-through?
StrategyTemplate / formCounterweight metric checklistWhat unintended harm could improve while a primary metric appears successful?
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?
People & OrganisationTemplate / formVP Product role scorecardWhat must a VP Product deliver in strategy, talent, discipline, and cross-company process?
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?