StrategyKPI / metricStrategic dialogueHow should strategic dialogue be measured and interpreted?Use strategic dialogue when an organisation must make and implement choices across functions, or when success depends on knowledge and commitment held by partners and stakeholders. It is particularly useful where analysis alone will not create shared understanding, yet leaders still need a disciplined path from exploration to decision and delivery.
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StrategyKPI / metricStrategic dialogueHow should strategic dialogue be measured and interpreted?Use strategic dialogue when an organisation must make and implement choices across functions, or when success depends on knowledge and commitment held by partners and stakeholders. It is particularly useful where analysis alone will not create shared understanding, yet leaders still need a disciplined path from exploration to decision and delivery.
People & OrganisationTemplate / formStrategic target relationship planHow should a company build trusted relationships with potential strategic targets before a transaction?
StrategyKPI / metricStrategic repositioning and shaping profit growth optionsHow should strategic repositioning and shaping profit growth options be measured and interpreted?Use it whenever strategic direction must be translated into specific choices about where and how profit will grow.
StrategyKPI / metricStrategic due diligence and the market contextual plan reviewHow should strategic due diligence and the market contextual plan review be measured and interpreted?Use strategic due diligence and the Market Contextual Plan Review to refine a strategy or business plan before committing capital. The ambition is a plan robust enough to survive forensic examination by a specialist adviser acting for a demanding investor.
InnovationKPI / metricStrategic IT-alignment modelHow should strategic it-alignment model be measured and interpreted?Apply the model when technology is material to delivering or changing the business strategy. IT strategy should not be designed or altered in isolation; alignment must be managed across external choices and internal operating arrangements.
StrategyKPI / metricStrategic bets (Burgelman and Grove)How should strategic bets (burgelman and grove) be measured and interpreted?Evaluate both the potential benefit and the total exposure of a major investment. Costs can be committed and irreversible even when the hoped for benefit never arrives.
StrategyKPI / metricStrategically valuable resources (Collis and Montgomery)How should strategically valuable resources (collis and montgomery) be measured and interpreted?Apply the tests when strategy proposes building core competences, creating a learning organisation or transforming capabilities.
StrategyKPI / metricStrategically distinctive resources (Barney)How should strategically distinctive resources (barney) be measured and interpreted?Apply VRIN in corporate or business strategy to determine which resources are genuinely strategic and merit investment and protection.
OperationsTemplate / formStrategic-priority recovery planWhat actions, decisions, and support will return a high-impact priority to a healthy trajectory?
StrategyTemplate / formStrategic choices and trade-offs canvasWhat will the product do—and deliberately not do—to create advantage?
People & OrganisationDecision guideStrategic acquisition decision canvasDoes a target change market structure, secure a unique asset, block a threat, or transform economics?Use the strategic acquisition decision canvas when several reasonable paths exist in finance and company transactions, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how strategic change, uniqueness, and defense will be judged before advocating an option.
People & OrganisationDecision guideStrategic no filterWhich requests, opportunities, and recurring commitments should a leader decline?Use the strategic no filter when several reasonable paths exist in personal leadership, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how strategic fit, unique ownership, and opportunity cost will be judged before advocating an option.
StrategyKPI / metricMaking the strategic investment decisionHow should making the strategic investment decision be measured and interpreted?Use this approach when you must choose among strategic alternatives with different costs, benefits, timing and risks. Use payback only as a screening method when a full discounted cash flow analysis is disproportionate or unavailable.
StrategyKPI / metricThe strategic condition matrix (Arthur D. Little)How should the strategic condition matrix (arthur d. little) be measured and interpreted?Use the model when product market segments appear to occupy different life cycle stages and you need another perspective on the Attractiveness/Advantage Matrix.
StrategyKPI / metricThe strategic triangle (Ohmae)How should the strategic triangle (ohmae) be measured and interpreted?Use the triangle to create or pressure test an emerging strategy, especially when a plan reflects the company’s preferences but has not yet reconciled customer value with likely competitor response. It is also useful when growth has stalled and the team needs to locate which side of the strategic fit has weakened.
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.
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:
OperationsMatrix / portfolioProbability/Impact MatrixHow can probability/impact matrix support strategic choice or positioning?Prioritise risks recorded in a programme risk register.
TemplateTemplate / formProgram Governance PlanHow can program governance plan support strategic choice or positioning?
MarketingFramework / modelPESTHow can pest support strategic choice or positioning?To assess four major macro factors that may shape a company’s future.
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.
TemplateTemplate / formProcurement Management PlanHow can procurement management plan support strategic choice or positioning?
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.
TemplateTemplate / formProgram Management PlanHow can program management plan support strategic choice or positioning?
TemplateTemplate / formProgram Benefits Sustainment PlanHow can program benefits sustainment plan support strategic choice or positioning?
TemplateTemplate / formProgram Review AgendaHow can program review agenda support strategic choice or positioning?
TemplateTemplate / formProgram Performance ReportHow can program performance report support strategic choice or positioning?
People & OrganisationTemplate / formBusiness-development role scorecardWhat capabilities distinguish strategic deal work from charisma without execution?
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.
TemplateTemplate / formContract Closure ProcedureHow can contract closure procedure support strategic choice or positioning?
People & OrganisationTemplate / formAcquisition screening scorecardWhich targets deserve deeper diligence based on strategic fit, uniqueness, economics, team, and integration?
TemplateTemplate / formProgram Business CaseHow can program business case support strategic choice or positioning?
MarketingFramework / modelCompetitive intelligenceHow can competitive intelligence support strategic choice or positioning?Use CI to assess relative market strengths, weaknesses, intentions and vulnerabilities.
StrategyTemplate / formBlockchain technology (Tapscott)How can blockchain technology (tapscott) support strategic choice or positioning?When several parties need a shared record, have limited trust in one another and cannot rely efficiently on a single intermediary—but only after comparing blockchain with a conventional database.
StrategyProcess / methodProduct life cycleHow can product life cycle support strategic choice or positioning?Develop a long term product and portfolio strategy.
StrategyTemplate / formMarket-needs assessmentWhich segments and unmet needs create the most attractive strategic opportunity?
TemplateTemplate / formProgram Benefits Transition PlanHow can program benefits transition plan support strategic choice or positioning?
TemplateTemplate / formStakeholder RegisterHow can stakeholder register support strategic choice or positioning?
StrategyTemplate / formOKR planning worksheetHow can a team turn strategic outcomes into a small set of measurable objectives and key results?
People & OrganisationTemplate / formBoard engagement plannerHow can a company use each board member's coaching, recruiting, customer, and strategic strengths?
FinanceFramework / modelPrice elasticityHow can price elasticity support strategic choice or positioning?Estimate how price changes may affect volume and revenue.
TemplateTemplate / formProgram MandateHow can program mandate support strategic choice or positioning?
People & OrganisationTemplate / formBoard meeting agendaHow should a board meeting balance business review, strategic discussion, decisions, and follow-through?
StrategyTemplate / formRoadmap item cardWhat minimum context makes a roadmap item strategically useful?
TemplateTemplate / formContract Closeout ReportHow can contract closeout report support strategic choice or positioning?