Organisational behaviourFramework / modelLeadership stylesHow can leadership styles support strategic choice or positioning?Use the framework to reflect on behavioural range, prepare for a leadership challenge and discuss development with evidence from colleagues and outcomes.
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Organisational behaviourFramework / modelLeadership stylesHow can leadership styles support strategic choice or positioning?Use the framework to reflect on behavioural range, prepare for a leadership challenge and discuss development with evidence from colleagues and outcomes.
Organisational behaviourFramework / modelLeadership analyticsHow can leadership analytics support strategic choice or positioning?Assess leadership periodically and after meaningful transitions, reorganisations or changes in responsibility. New leaders may benefit from earlier developmental feedback, provided measures are not used as covert surveillance.
People & OrganisationTemplate / formLeadership update snippetsHow can leaders share short, decision-useful updates without creating another meeting?
People & OrganisationDecision guideLeadership build-versus-buy decisionShould a company promote an internal leader, hire externally, or redesign the role?Use the leadership build versus buy decision when several reasonable paths exist in hiring and onboarding, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how future need, internal readiness, and external advantage will be judged before advocating an option.
Organisational behaviourFramework / modelCovert leadershipHow can covert leadership improve people, teams, or organisational effectiveness?Treat covert leadership as a management philosophy rather than a one time technique.
Organisational behaviourFramework / modelSituational leadershipHow can situational leadership support strategic choice or positioning?Use the model whenever a leader must decide how much direction and support a person or team needs for a defined assignment. Its value lies in prompting deliberate flexibility rather than reliance on a preferred default style.
Organisational behaviourFramework / modelAction-centred leadershipHow can action-centred leadership improve people, teams, or organisational effectiveness?Keep the three areas in mind continuously when leading or managing a team, especially when deciding where your attention is most needed.
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.
StrategyTemplate / formQuarterly business reviewHow should a team connect past outcomes, current metrics, next priorities, risks, and leadership asks?
People & OrganisationTemplate / formMarketing leader scorecardWhich leadership, operational, narrative, and functional-breadth capabilities does this company need?
People & OrganisationTemplate / formProduct manager reference guideWhat past evidence best distinguishes product leadership from proximity to a successful product?
People & OrganisationTemplate / formExecutive success profileWhich functional, leadership, collaboration, communication, and ownership signals define success?
People & OrganisationDecision guideCOO decision canvasDoes the company need a COO, a different functional executive, or a stronger leadership team?Use the COO decision canvas when several reasonable paths exist in executive teams and boards, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how founder strengths, work gaps, and scale trigger will be judged before advocating an option.
People & OrganisationFramework / modelCulture reinforcement systemHow do hiring, leadership behavior, rewards, communication, and consequences reinforce culture?Use the culture reinforcement system when people working on organization and culture are using different mental models for values, behavior, and hiring, and that difference is changing choices or coordination.
People & OrganisationFramework / modelFounder role-transition mapHow should a founder's work evolve as the company and leadership team scale?Use the founder role transition map when people working on personal leadership are using different mental models for company stage, founder strengths, and retained work, and that difference is changing choices or coordination.
People & OrganisationTemplate / formDistribution asset inventoryWhich channels, customer relationships, defaults, integrations, and communities can support new growth?
People & OrganisationTemplate / formVP Product role scorecardWhat must a VP Product deliver in strategy, talent, discipline, and cross-company process?
People & OrganisationTemplate / formVP Product onboarding and delegation planHow should a CEO transfer product context and authority while preserving appropriate involvement?
People & OrganisationTemplate / formProduct manager capability scorecardWhich observable capabilities predict strong product management in this context?
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.
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.
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.
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.
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:
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.
StrategyFramework / modelSetting SMART objectivesHow can setting smart objectives support strategic choice or positioning?Use SMART objectives throughout strategy development and implementation.
People & OrganisationChecklist / diagnosticProduct-manager conversion readinessIs the organization ready to move someone from another function into product management?
Organisational behaviourFramework / model360° feedbackHow can 360° feedback improve people, teams, or organisational effectiveness?Use 360° feedback when a leader or employee needs a broader view than a manager alone can provide, particularly for behaviours such as collaboration, communication, delegation and leadership. It can support coaching, leadership programmes, succession development and follow up on a personal development plan.
People & OrganisationMatrix / portfolioProduct manager archetype matrixWhich blend of business, technical, design, and growth product skills does the portfolio need?
Organisational behaviourFramework / model360-degree assessmentHow can 360-degree assessment improve people, teams, or organisational effectiveness?To understand how people around you experience your performance and management style, then convert that evidence into a personal development plan.
People & OrganisationFramework / modelProduct management operating systemHow should product requirements, reviews, launch readiness, and retrospectives work as one system?Use the product management operating system when people working on product leadership are using different mental models for pRD, road map, and review, and that difference is changing choices or coordination.
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 / modelProduct-design-engineering responsibility mapHow should product, design, and engineering divide ownership while resolving overlap?Use the product design engineering responsibility map when people working on product leadership are using different mental models for outcome, vision, and experience, and that difference is changing choices or coordination.
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.
Organisational behaviourFramework / modelEmotional intelligenceHow can emotional intelligence support strategic choice or positioning?When developing yourself as a manager or leader.
People & OrganisationProcess / methodNew leader onboarding systemHow should a company transfer context, relationships, authority, and social capital to a new leader?
StrategyFramework / modelThe ambidextrous organisationHow can the ambidextrous organisation support strategic choice or positioning?Diagnose whether the firm’s strategic position is sustainable beyond the current planning horizon.
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.
Organisational behaviourFramework / modelSchein’s model of organisational cultureHow can schein’s model of organisational culture improve people, teams, or organisational effectiveness?Diagnose how culture shapes behaviour, decisions and belonging.
Organisational behaviourFramework / modelCLEAR model (Hawkins)How can clear model (hawkins) improve people, teams, or organisational effectiveness?Use CLEAR to structure a one to one coaching session or an ongoing coaching relationship.