StrategyKPI / metricStrategy mapsHow should strategy maps be measured and interpreted?Use a strategy map to describe strategic objectives across the four balanced scorecard perspectives and to show how contributions are expected to connect. Combined with indicators, targets and initiatives, it gives management an architecture for steering execution.
keymodelsSearch
Find frameworks by question, context, or constraint.
- Records
- 820
- Domains
- 10
- Tags
- 60
Content type
Resources
48 shownPress ArrowDown from search to enter results
StrategyKPI / metricStrategy mapsHow should strategy maps be measured and interpreted?Use a strategy map to describe strategic objectives across the four balanced scorecard perspectives and to show how contributions are expected to connect. Combined with indicators, targets and initiatives, it gives management an architecture for steering execution.
StrategyTemplate / formStrategy review agendaHow should leaders review evidence, choices, progress, and changed assumptions?
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.
OperationsTemplate / formObjective-oriented project planning matrixHow should a team document and test the complete causal design of a project before and during delivery?
StrategyTemplate / formProduct strategy one-pagerWhich product strategy choices should guide priorities, trade-offs, and near-term moves?
FinanceKPI / metricPrice quality strategyHow should price quality strategy be measured and interpreted?Guide positioning and pricing for a product or service.
StrategyTemplate / formProduct strategy quality checklistDoes a product strategy make differentiated, evidence-backed choices rather than describe a vision or plan?
StrategyKPI / metricBlue ocean strategy (Kim and Mauborgne)How should blue ocean strategy (kim and mauborgne) be measured and interpreted?Use the approach when a red ocean position offers limited prospects for profitable growth. In their twenty fifteen work on “red ocean traps,” Kim and Mauborgne identified six mental models that obstruct market creation:
TemplateKPI / metricCommunications StrategyHow should communications strategy be measured and interpreted?
StrategyKPI / metricDeliberate and emergent strategy (Mintzberg)How should deliberate and emergent strategy (mintzberg) be measured and interpreted?Use the distinction when the market is changing faster than the planning cycle, when frontline teams are discovering opportunities that senior leaders did not foresee, or when actual investment and operating decisions no longer match the formal plan. It is also valuable during a strategy review because it separates three questions that are often confused: What did we intend? What did we actually do? What should we now choose to continue?
StrategyKPI / metricMintzberg’s 5Ps for strategyHow should mintzberg’s 5ps for strategy be measured and interpreted?Use the five Ps when:
StrategyKPI / metricGood strategy, bad strategy (Rumelt)How should good strategy, bad strategy (rumelt) be measured and interpreted?Use the framework to develop a strategy, test whether an existing plan is genuinely strategic and replace broad aspiration with a focused response to a consequential problem.
StrategyKPI / metricCorporate strategy: parenting advantageHow should corporate strategy: parenting advantage be measured and interpreted?Use it to understand how the businesses inside one corporation fit together.
StrategyKPI / metricInternationalisation strategy frameworkHow should internationalisation strategy framework be measured and interpreted?Use the framework before entering a country, when selecting an operating model after entry or when rationalising a historically accumulated international footprint. It offers five patterns:
StrategyKPI / metricBalanced scorecard and strategy map (Kaplan and Norton)How should balanced scorecard and strategy map (kaplan and norton) be measured and interpreted?To implement and monitor a chosen strategy; the scorecard is generally stronger for execution than for developing the strategy itself.
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.
People & OrganisationTemplate / formLate-stage investor selection scorecardWhich funding source best fits the company's capital need, governance, strategy, and future path?
People & OrganisationTemplate / formVP Product role scorecardWhat must a VP Product deliver in strategy, talent, discipline, and cross-company process?
People & OrganisationTemplate / formBoard meeting preparation planHow should management prepare board members so meeting time is used for strategy and decisions?
InnovationProcess / methodProduct development lifecycleWhat sequence of strategy, definition, design, build, validation, and launch should a team follow?
People & OrganisationChecklist / diagnosticM&A readiness diagnosticIs acquisition an appropriate tool for the company's strategy, operating capacity, and currency?
People & OrganisationChecklist / diagnosticOrganizational foundations auditAre the mission, strategy, goals, structure, metrics, ownership, and cadence mutually coherent?
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 / modelCapital-cycle resilience planHow should financing strategy account for public-market comparables, capital availability, and cycle risk?Use the capital cycle resilience plan when people working on finance and company transactions are using different mental models for market scenarios, runway, and valuation sensitivity, and that difference is changing choices or coordination.
StrategyTemplate / formCustomer-facing roadmap strategyWhat should a public or customer-facing roadmap communicate, to whom, and with what confidence?
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.
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 / formQuarterly business reviewHow should a team connect past outcomes, current metrics, next priorities, risks, and leadership asks?
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?
StrategyTemplate / formDecision memoHow can a consequential decision be framed, compared, authorized, and recorded?
TemplateTemplate / formProgram Review AgendaHow can program review agenda support strategic choice or positioning?
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.
TemplateTemplate / formProgram Performance ReportHow can program performance report support strategic choice or positioning?
MarketingTemplate / formProduct naming briefWhat must be understood before generating and evaluating a product or feature name?
People & OrganisationTemplate / formBusiness-development role scorecardWhat capabilities distinguish strategic deal work from charisma without execution?
MarketingTemplate / formGo-to-market readiness briefIs a new offer ready across audience, positioning, pricing, channels, sales, support, and measurement?
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.