Organisational behaviourFramework / modelChange management: Kotter’s eight-step modelHow can change management: kotter’s eight-step model support strategic choice or positioning?Use it to lead a significant organisational change, such as a new structure, technology platform or customer service model.
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Organisational behaviourFramework / modelChange management: Kotter’s eight-step modelHow can change management: kotter’s eight-step model support strategic choice or positioning?Use it to lead a significant organisational change, such as a new structure, technology platform or customer service model.
TemplateTemplate / formChange Management PlanHow can change management plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formProgram Risk Management PlanHow can program risk management plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formQuality Management PlanHow can quality management plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formSchedule Management PlanHow can schedule management plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formProgram Scope Management PlanWhen and how should program scope management plan be applied?
People & OrganisationTemplate / formGoal change logHow should a team record and explain material changes to goals during a cycle?
TemplateTemplate / formOvercoming Obstacles Change DiagnosticHow can overcoming obstacles change diagnostic improve people, teams, or organisational effectiveness?
TemplateTemplate / formChange Planning ChecklistHow can change planning checklist support strategic choice or positioning?
TemplateTemplate / formChange Clinic WorksheetHow can change clinic worksheet improve people, teams, or organisational effectiveness?
TemplateTemplate / formChange Request LogHow can change request log support strategic choice or positioning?
OperationsFramework / modelPolarity managementHow can polarity management improve people, teams, or organisational effectiveness?Use the technique when a recurring problem returns after the organisation swings to the apparent opposite solution.
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 behaviourMatrix / portfolioMatrix managementHow can matrix management improve people, teams, or organisational effectiveness?To coordinate work that genuinely depends on more than one organisational dimension.
OperationsTemplate / formChecklists for ChangeHow can checklists for change improve people, teams, or organisational effectiveness?Improve reliability in recurring or high consequence work.
Organisational behaviourFramework / modelThree Surprises About ChangeHow can three surprises about change improve people, teams, or organisational effectiveness?Diagnose a stalled change before assigning blame.
Organisational behaviourFramework / modelGrowth Mindset for ChangeHow can growth mindset for change support strategic choice or positioning?Prepare people for the predictable difficulty of a demanding change.
Organisational behaviourFramework / modelRider, Elephant, and Path Change FrameworkHow can rider, elephant, and path change framework improve people, teams, or organisational effectiveness?Identify what is preventing a personal, team, or organizational change from progressing.
Organisational behaviourFramework / modelShrink the ChangeHow can shrink the change improve people, teams, or organisational effectiveness?Start a change whose apparent scale or effort is preventing action.
People & OrganisationProcess / methodReorganization change planHow should leaders design, align, communicate, and stabilize a reorganization?
OperationsTemplate / formRoadmap change noticeHow should a delay, cancellation, scope change, or shipment be explained?
OperationsTemplate / formProgram status updateWhat changed, why, what is at risk, and what help is needed?
StrategyTemplate / formStrategy review agendaHow should leaders review evidence, choices, progress, and changed assumptions?
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 & OrganisationFramework / modelBoard evolution mapHow should board composition change as ownership, company stage, and governance needs evolve?Use the board evolution map when people working on executive teams and boards are using different mental models for stage, required roles, and investor seats, and that difference is changing choices or coordination.
People & OrganisationFramework / modelInternal communications operating modelHow should internal communication support employee experience, change, and brand consistency?Use the internal communications operating model when people working on marketing and communications are using different mental models for audiences, moments, and narrative, and that difference is changing choices or coordination.
StrategyFramework / modelOutcome-versus-activity KR guideDoes a key result measure a changed state rather than completion of work?Use the outcome versus activity KR guide when people working on metrics, goals, and business reviews are using different mental models for state versus task test, metric KR, and milestone KR, and that difference is changing choices or coordination.
TemplateTemplate / formContracts Management PlanHow can contracts management plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formProcurement Management PlanHow can procurement management plan support strategic choice or positioning?
TemplateTemplate / formProgram Management PlanHow can program management plan support strategic choice or positioning?
TemplateTemplate / formProgram Communications Management PlanHow can program communications management plan support strategic choice or positioning?
TemplateTemplate / formKnowledge Management PlanHow can knowledge management plan support strategic choice or positioning?
TemplateTemplate / formRisk Management Planning Meeting AgendaHow can risk management planning meeting agenda support strategic choice or positioning?
TemplateTemplate / formInterface Management PlanHow can interface management plan support strategic choice or positioning?
TemplateTemplate / formStaffing Management PlanHow can staffing management plan support strategic choice or positioning?
MarketingFramework / modelStakeholder managementHow can stakeholder management support strategic choice or positioning?Stakeholder management helps an organisation understand:
Organisational behaviourMatrix / portfolioChange quadrantsHow can change quadrants support strategic choice or positioning?Use the framework to select a broad change approach, identify credible change agents, decide who must participate and shape the pace, scope and communication of the work. It is particularly useful when a standard change method feels mismatched to the organisation’s culture or motivation.
FinanceFramework / modelValue-based managementHow can value-based management support strategic choice or positioning?Use VBM to set goals, evaluate strategy and performance, allocate capital, design incentives, communicate with investors and value businesses or projects. Traditional accounting measures such as earnings per share or return on equity can report profit without charging fully for the opportunity cost of invested capital. VBM makes that charge explicit.
Organisational behaviourFramework / modelRisk managementHow can risk management support strategic choice or positioning?Use risk management whenever uncertain events or conditions could materially affect objectives. The depth should match the stakes, reversibility and velocity of the decision.
TemplateTemplate / formChange Request FormHow can change request form support strategic choice or positioning?
StrategyMatrix / portfolioThe risk management matrixHow can the risk management matrix support strategic choice or positioning?Use the matrix as a call to action: identify how transfer, mitigation or redesign could make a strategy more robust.
TemplateTemplate / formProgram Final ReportHow can program final report improve people, teams, or organisational effectiveness?
OperationsFramework / modelTotal quality managementHow can total quality management improve people, teams, or organisational effectiveness?Improve the quality and productivity of recurring operational processes.
TemplateTemplate / formProgram Governance PlanHow can program governance plan support strategic choice or positioning?
TemplateTemplate / formBenefits Realization PlanHow can benefits realization plan improve people, teams, or organisational effectiveness?
StrategyTemplate / formProduct strategy one-pagerWhich product strategy choices should guide priorities, trade-offs, and near-term moves?
People & OrganisationFramework / modelManagement-and-leadership role mapHow should operational management and directional leadership complement each other?Use the management and leadership role map when people working on personal leadership are using different mental models for work types, time horizons, and behaviors, and that difference is changing choices or coordination.
InnovationTemplate / formBeta briefWhat must a beta learn, from whom, under what controls, and by when?