FinanceTheory / principleReal options theoryWhen and how should real options theory be applied?Use real options reasoning when outcomes are uncertain, management can respond to future information, the response has material economic value and the initial decision affects whether that flexibility remains available. It is especially useful when a conventional discounted cash flow or net present value calculation treats management as passive and therefore misses the value of staged commitment.
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FinanceTheory / principleReal options theoryWhen and how should real options theory be applied?Use real options reasoning when outcomes are uncertain, management can respond to future information, the response has material economic value and the initial decision affects whether that flexibility remains available. It is especially useful when a conventional discounted cash flow or net present value calculation treats management as passive and therefore misses the value of staged commitment.
Organisational behaviourTheory / principleGlasser’s choice theoryHow can glasser’s choice theory support strategic choice or positioning?Use the framework to reflect on dissatisfaction, motivation or a relationship at work, and to identify a small choice within your control. Do not use it to diagnose illness, blame someone for distress or advise them to stop prescribed treatment.
Organisational behaviourTheory / principleExtended Tuckman teamwork theoryHow can extended tuckman teamwork theory support strategic choice or positioning?Review a stable operational team against the model at least monthly, and use shorter intervals when a project team is changing quickly or approaching a transition.
StrategyTheory / principleThe 80/20 principle (Pareto)How can the 80/20 principle (pareto) support strategic choice or positioning?Use the principle when prioritising a business mix. Investigate the segments that create most of the value before spending equal effort on the long tail that contributes only 20 per cent.
Organisational behaviourTheory / principleBilateral brain theoryHow can bilateral brain theory improve people, teams, or organisational effectiveness?Use the valid principle of lateralisation to appreciate that people may process aspects of language, emotion and space differently—but tailor persuasion to observed needs, not a “left brained” or “right brained” label.
StrategyTheory / principleGame theory: the prisoner’s dilemmaHow can game theory: the prisoner’s dilemma support strategic choice or positioning?To structure a consequential choice involving strategic rivals or partners.
OperationsTheory / principleTheory of constraintsHow can theory of constraints improve people, teams, or organisational effectiveness?Diagnose the bottleneck limiting a production, service or administrative process.
Organisational behaviourTheory / principleMotivation: Theory X and Theory YHow can motivation: theory x and theory y support strategic choice or positioning?To surface beliefs about motivation and control.
Organisational behaviourTheory / principleLocus of control (Weiner’s attribution theory)How can locus of control (weiner’s attribution theory) support strategic choice or positioning?Use the framework after success or failure to replace reflexive blame with an evidence based analysis of cause, agency and support.
Organisational behaviourTheory / principleHarvard principled negotiationHow can harvard principled negotiation support strategic choice or positioning?Use the method when parties have interests to explore, choices to create or an ongoing relationship to protect. It is also useful in distributive negotiations, although it cannot eliminate genuine conflicts over scarce value.
OperationsTheory / principleLocke and Latham’s five principlesHow can locke and latham’s five principles support strategic choice or positioning?Use the principles when setting, reviewing or recovering an individual or team goal, especially where a vague target or weak ownership is limiting progress.
FinanceMatrix / portfolioModern portfolio theoryHow can modern portfolio theory support strategic choice or positioning?To structure discussion of asset allocation and diversification.
OperationsTheory / principleOverall equipment effectiveness (OEE)When and how should overall equipment effectiveness (oee) be applied?Answer the key performance question: “To what extent is our operating equipment effective?”
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.
OperationsTheory / principleThe bullwhip effectWhen and how should the bullwhip effect be applied?Investigate persistent delivery delays, stockouts or unexplained inventory accumulation.
Organisational behaviourTheory / principleThe Secret/law of attraction (Byrne)How can the secret/law of attraction (byrne) improve people, teams, or organisational effectiveness?Use the practical parts—goal clarity, visualisation and focused attention—when working towards a personally meaningful outcome.
People & OrganisationTemplate / formManager operating principlesWhich principles should guide a manager when situations are ambiguous or pressured?
People & OrganisationTemplate / formCompensation philosophy canvasWhich principles should govern compensation decisions and trade-offs?
People & OrganisationTemplate / formCulture operating guideHow can a company explain the few cultural principles that should guide everyday behavior?
OperationsFramework / modelThe EFQM modelHow can the efqm model support strategic choice or positioning?The framework began as a total quality self assessment and improvement method. It can now be used more broadly to examine organisational architecture, translate strategy into operating practice and identify performance gaps across public, private and non profit organisations.
InnovationFramework / modelDisruptive innovationWhen and how should disruptive innovation be applied?Use the theory to examine how a well managed incumbent can still be displaced. Established firms often see the emerging technology, but their customers, margins, processes and resource allocation rules make the early opportunity unattractive. A start up with a different cost structure and value network can pursue it.
MarketingFramework / modelBranding pentagramHow can branding pentagram support strategic choice or positioning?Use the framework to create, clarify or improve a brand by answering three basic customer questions:
StrategyFramework / modelStick to the knitting (Peters and Waterman)How can stick to the knitting (peters and waterman) support strategic choice or positioning?Keep the maxim in view whenever strategy proposes entry into unfamiliar products, markets or operating models.
FinanceFramework / modelEconomic value added (EVA) and weighted average cost of capital (WACC)How can economic value added (eva) and weighted average cost of capital (wacc) improve people, teams, or organisational effectiveness?EVA brings two principles into investment and operating decisions:
Organisational behaviourFramework / modelSocially engineered changeHow can socially engineered change support strategic choice or positioning?Use the model when an organisation has chosen a strategy or working method and needs to embed it quickly but sustainably. The approach begins with a clear view of the intended end state—echoing Covey’s principle of beginning with the end in mind—and translates that destination into practical rules for daily business. It is most suitable when the change can be planned, directed and described with enough precision for managers and teams to act consistently.
Organisational behaviourTemplate / formThe Deming cycle: plan–do–check–actHow can the deming cycle: plan–do–check–act improve people, teams, or organisational effectiveness?Use PDCA to bring discipline to continuous improvement, problem solving, training, objectives and control processes. The method distinguishes active management from repeated firefighting: each cycle makes the theory, action and learning explicit.
Organisational behaviourFramework / modelIntegrative bargainingHow can integrative bargaining support strategic choice or positioning?Use integrative principles when the parties have multiple interests, different priorities, an ongoing relationship or room to design terms.
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.
Organisational behaviourFramework / modelPink’s model of motivationHow can pink’s model of motivation support strategic choice or positioning?Use the model to review whether a role gives people appropriate discretion, opportunities to grow and a credible connection to meaningful outcomes.
People & OrganisationFramework / modelInformal feedback operating systemHow can frequent, specific feedback become a normal part of work rather than an annual event?Use the informal feedback operating system when people working on feedback and performance are using different mental models for principles, moments, and prompts, and that difference is changing choices or coordination.
Organisational behaviourFramework / modelThe four agreements (Ruiz)How can the four agreements (ruiz) improve people, teams, or organisational effectiveness?Treat the framework as a long term reflective practice, not a quick cure for conflict or relationship problems.
OperationsFramework / modelTotal quality managementHow can total quality management improve people, teams, or organisational effectiveness?Improve the quality and productivity of recurring operational processes.
OperationsFramework / modelShape the PathHow can shape the path support strategic choice or positioning?People understand and care about the change but still struggle to act.
StrategyFramework / modelDirect the RiderHow can direct the rider support strategic choice or positioning?Clarify an ambiguous mandate for change.
Organisational behaviourFramework / modelMotivate the ElephantHow can motivate the elephant improve people, teams, or organisational effectiveness?When people understand the issue but are not acting.