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.
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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 / modelLean thinking/just-in-timeHow can lean thinking/just-in-time support strategic choice or positioning?Lean can improve repetitive and variable work when leadership accepts its core commitments:
StrategyFramework / modelIntegrative thinking (Martin)How can integrative thinking (martin) support strategic choice or positioning?Use it when a strategic decision presents a genuine trade off and each opposing approach contains value that should not be discarded.
Organisational behaviourFramework / modelSystem 1 and System 2 thinkingHow can system 1 and system 2 thinking improve people, teams, or organisational effectiveness?Use the distinction to investigate the intuitive and emotional forces behind a decision.
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:
InnovationFramework / modelDesign thinkingHow can design thinking improve people, teams, or organisational effectiveness?Use it to understand how innovation can emerge in an organisational setting.
Organisational behaviourFramework / modelBenziger’s thinking styles assessmentHow can benziger’s thinking styles assessment improve people, teams, or organisational effectiveness?Use the framework to explore preferred thinking patterns and identify work that draws on them while developing flexibility in less familiar modes.
MarketingFramework / modelCustomer lifetime valueWhen and how should customer lifetime value be applied?Use it to estimate future customer contribution.
OperationsTemplate / formImplementation reviewIs a solution ready to implement across product, process, systems, people, and controls?
Organisational behaviourTemplate / formTick-box and high-performance teamsHow can tick-box and high-performance teams improve people, teams, or organisational effectiveness?Use this model as a periodic reality check when a team seems busy with compliance but the quality, speed or usefulness of its work is not improving.
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.
InnovationFramework / modelRandom word techniqueHow can random word technique improve people, teams, or organisational effectiveness?Use the technique when:
Organisational behaviourTheory / principleSeven habits of highly effective people (Covey)How can seven habits of highly effective people (covey) improve people, teams, or organisational effectiveness?Use the habits as prompts for reflection, planning, listening, collaboration and renewal. They are especially useful when a manager wants a coherent vocabulary for moving from personal responsibility to productive interdependence.
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.
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.
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 / 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:
StrategyFramework / modelComplements as a sixth force (Brandenburger and Nalebuff)How can complements as a sixth force (brandenburger and nalebuff) support strategic choice or positioning?Use the extension when complements are a major driver of demand, continuity or profitability. Airlines depend on airports and air traffic systems; mining companies may own roads, rail links or transport operators because the route from mine to port is essential to the economics of the product.
InnovationFramework / modelThe Open Group Architecture Framework (TOGAF®)How can the open group architecture framework (togaf®) support strategic choice or positioning?Use TOGAF to align business operations and technology with current and future objectives. The enterprise architecture acts as a governed blueprint for processes, information, applications and infrastructure. The classic model examines four connected domains:
StrategyFramework / modelBenchmarkingHow can benchmarking support strategic choice or positioning?Use it to examine a specific operating process, locate the performance gap between the firm and relevant peers, and decide how far closing that gap should feature in strategy.
OperationsFramework / modelSensor dataHow can sensor data improve people, teams, or organisational effectiveness?Use sensors when a decision depends on a condition that can be measured reliably and the benefit justifies deployment, maintenance, security and data governance.
Organisational behaviourFramework / modelRAPID decision rolesHow should recommendation, agreement, execution, input, and final authority be assigned?Use the RAPID decision roles when people working on decision systems are using different mental models for role definitions, assignment rules, and one decider principle, and that difference is changing choices or coordination.
OperationsFramework / modelText captureHow can text capture improve people, teams, or organisational effectiveness?Use text capture when valuable language exists on paper, in scans, in audio or in systems that do not expose analysable text. Small collections can be retyped, although manual transcription is slow and expensive. For larger collections, common technologies include:
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.