People & OrganisationTemplate / formPerformance improvement documentationWhat factual record supports clarity and continuity during a performance concern?
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People & OrganisationTemplate / formPerformance improvement documentationWhat factual record supports clarity and continuity during a performance concern?
People & OrganisationKPI / metricPerformance fairness monitorWhere do assessment and promotion outcomes differ enough to require review?
People & OrganisationProcess / methodPerformance calibration facilitation guideHow can managers align assessment standards without turning calibration into advocacy theater?
People & OrganisationFramework / modelPerformance review operating systemHow should expectations, evidence, self-review, manager assessment, calibration, and follow-through connect?Use the performance review operating system when people working on feedback and performance are using different mental models for expectations, evidence, and self review, and that difference is changing choices or coordination.
TemplateTemplate / formProgram Performance ReportHow can program performance report support strategic choice or positioning?
TemplateTemplate / formSupplier Performance ReviewHow can supplier performance review improve people, teams, or organisational effectiveness?
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.
Organisational behaviourTemplate / formEmployee performance analyticsHow can employee performance analytics improve people, teams, or organisational effectiveness?Use performance analytics when an annual manager appraisal is too infrequent or too narrow to guide day to day improvement. Regular, proportionate evidence can make coaching more timely and reduce dependence on memory or one person’s impression.
Organisational behaviourTemplate / formLearner scorecardHow can a learner and manager track knowledge, practice, confidence, and job performance?
People & OrganisationTemplate / formHiring quality retrospectiveHow can hiring evidence be compared with later performance to improve role design and assessment?
People & OrganisationProcess / methodLow-performance management processHow should expectations, evidence, coaching, support, decisions, and documentation progress over time?
StrategyFramework / modelGap analysisHow can gap analysis support strategic choice or positioning?To identify and improve an important area of underperformance.
MarketingFramework / modelCustomer online engagement levelHow can customer online engagement level improve people, teams, or organisational effectiveness?Answer the key performance question: “How well are we engaging our customers online?”
OperationsMatrix / portfolioProduct service positioning matrixHow can product service positioning matrix support strategic choice or positioning?Position an offer according to customers’ perceptions of product quality and service value.
Organisational behaviourKPI / metricTraining return on investmentHow should training return on investment be measured and interpreted?Answer the performance question: “How effective is our training in driving business results?”
MarketingKPI / metricPage views and bounce ratesHow should page views and bounce rates be measured and interpreted?Answer the key performance question: “How effective is our internet strategy?”
StrategyFramework / modelStructured interviewingHow can structured interviewing support strategic choice or positioning?Use structured interviews in most strategy development processes unless a recent, relevant customer study already answers the questions. Do not burden customers by repeating research without a decision need.
MarketingKPI / metricCustomer retention rateHow should customer retention rate be measured and interpreted?Answer the key performance question: “To what extent are we keeping the customers we have acquired?”
Organisational behaviourKPI / metric360-degree feedback scoreHow should 360-degree feedback score be measured and interpreted?Answer the key performance question: “How well are our people performing in the eyes of those who have a stake in their performance?”
Organisational behaviourFramework / modelEmployee satisfaction indexHow can employee satisfaction index improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our employees happy in their jobs?”
Organisational behaviourFramework / modelBenchmarkingHow can benchmarking improve people, teams, or organisational effectiveness?The design of a benchmark should follow the decision it needs to support. Typical questions include:
OperationsFramework / modelSix sigmaHow can six sigma support strategic choice or positioning?Use six sigma when an organisation needs to identify the causes of poor operational performance, improve process reliability and translate fewer defects into customer or financial value. A project should have a defined business case, but the claim that management should reject any initiative without at least $175 000 in savings is a legacy rule of thumb, not a universal threshold. Scale the expected benefit to the process, organisation and risk involved.
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?”
OperationsFramework / modelFirst contact resolution (FCR)How can first contact resolution (fcr) improve people, teams, or organisational effectiveness?Answer the key performance question: “How effectively are we resolving our customer queries at first contact?”
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.
OperationsKPI / metricService profit chainHow should service profit chain be measured and interpreted?Map hypotheses linking employee conditions, delivered service, customer behaviour and economics.
OperationsFramework / modelTime to marketHow can time to market improve people, teams, or organisational effectiveness?Answer the performance question: “How quickly are we getting products/services to market?”
OperationsFramework / modelProject cost variance (PCV)How can project cost variance (pcv) improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our projects delivered on budget?”
StrategyKPI / metricProduct recycling rateHow should product recycling rate be measured and interpreted?Use it to answer the key performance question: “To what extent are we minimising the environmental impact of the products we produce or sell?”
Organisational behaviourFramework / modelSigmoid curveHow can sigmoid curve improve people, teams, or organisational effectiveness?Use the sigmoid curve to judge when a team needs renewal, either to extend strong performance or to prevent an emerging decline.
FinanceKPI / metricReturn on investment (ROI)How should return on investment (roi) be measured and interpreted?Answer the key performance question: “How well are we generating sustainable profits?”
MarketingKPI / metricConversion rateHow should conversion rate be measured and interpreted?Answer the key performance question: “To what extent are we able to convert potential customers into actual customers?”
MarketingFramework / modelRelative market shareHow can relative market share support strategic choice or positioning?Answer the key performance question: “How well are we developing our market share in comparison to our competitors?”
Organisational behaviourKPI / metricBalanced scorecardHow should balanced scorecard be measured and interpreted?Use the BSC when traditional financial reporting is too narrow to manage strategy. It complements financial outcomes with the non financial drivers of future success across financial , internal business processes , learning and growth and customer perspectives. The scorecard asks:
FinanceFramework / modelEconomic value added (EVA)When and how should economic value added (eva) be applied?Answer the key performance question: “How well are we delivering value to our shareholders?”
MarketingKPI / metricCustomer turnover rateHow should customer turnover rate be measured and interpreted?Answer the key performance question: “How well are we retaining customers?”
OperationsFramework / modelSix Sigma levelHow can six sigma level support strategic choice or positioning?Answer the performance question: “How capable are our processes of delivering error free work?”
MarketingFramework / modelCustomer journey mapsHow can customer journey maps support strategic choice or positioning?Use it to assess current marketing, sales and service performance.
OperationsFramework / modelProject schedule variance (PSV)How can project schedule variance (psv) improve people, teams, or organisational effectiveness?Answer the key performance question: “To what extent are our projects delivered on schedule?”
FinanceKPI / metricGross profit marginHow should gross profit margin be measured and interpreted?Determine how much gross profit the organisation retains from each dollar of sales.
Organisational behaviourKPI / metricEmployee churn rateHow should employee churn rate be measured and interpreted?Answer the key performance question: “How well are we retaining our staff?”
MarketingFramework / modelSERVQUALHow can servqual improve people, teams, or organisational effectiveness?Diagnose service attributes where customer expectations and perceived performance differ.
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.
MarketingFramework / modelCustomer lifetime valueHow can customer lifetime value improve people, teams, or organisational effectiveness?Answer the key performance question: “How well do we understand the financial value from our customer relationships?”
OperationsProcess / methodProcess or machine downtime levelHow can process or machine downtime level improve people, teams, or organisational effectiveness?Answer the performance question: “When required, how reliably are our machines or processes available?”
FinanceKPI / metricWorking capital ratioHow should working capital ratio be measured and interpreted?Answer the performance question: “How well are we managing our cash flow?”
OperationsKPI / metricReturn on innovation investment (ROI2)How should return on innovation investment (roi2) be measured and interpreted?Answer the key performance question: “To what extent are our investments in innovation generating a return?”
FinanceKPI / metricPrice/earnings ratio (P/E ratio)How should price/earnings ratio (p/e ratio) be measured and interpreted?Answer the performance question: “How does the market value this company relative to its earnings?”