FinanceFramework / modelCapital asset pricing model (CAPM)How can capital asset pricing model (capm) support strategic choice or positioning?Use CAPM when a decision requires a transparent estimate of the return appropriate to market risk. Owners and external investors can use it to assess whether a prospective equity return compensates for that risk. Corporate finance teams use it to estimate the cost of equity, while banks, pension funds and other institutional investors use its logic in portfolio and valuation work.
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FinanceFramework / modelCapital asset pricing model (CAPM)How can capital asset pricing model (capm) support strategic choice or positioning?Use CAPM when a decision requires a transparent estimate of the return appropriate to market risk. Owners and external investors can use it to assess whether a prospective equity return compensates for that risk. Corporate finance teams use it to estimate the cost of equity, while banks, pension funds and other institutional investors use its logic in portfolio and valuation work.FinanceFramework / modelCapital asset pricing modelHow can capital asset pricing model support strategic choice or positioning?To estimate the required return or discount rate for a security, such as a company’s shares.
FinanceFramework / modelBlack-Scholes options pricing modelHow can black-scholes options pricing model support strategic choice or positioning?To estimate a theoretical value for European options traded in financial markets.
FinanceFramework / modelNew product pricing (Gabor–Granger and van Westendorp)When and how should new product pricing (gabor–granger and van westendorp) be applied?To research price perceptions and purchase intent for a new or existing offer.
MarketingFramework / modelPricing analyticsHow can pricing analytics support strategic choice or positioning?Use pricing analytics when price materially affects demand, margin, capacity or positioning, and review it as markets change. It can help answer:
MarketingKPI / metricPricing strategies: dynamic pricingHow should pricing strategies: dynamic pricing be measured and interpreted?Decide how much to charge for a new product or service.
FinanceTemplate / formPricing readiness checklistHave product, finance, legal, operations, billing, sales, and customer implications of a price been addressed?
FinanceTemplate / formPricing decision briefWhat customer value, alternatives, economics, packaging, risks, and evidence support a price decision?
MarketingFramework / modelCompetitive intelligenceHow can competitive intelligence support strategic choice or positioning?Use CI to assess relative market strengths, weaknesses, intentions and vulnerabilities.
MarketingTemplate / formGo-to-market readiness briefIs a new offer ready across audience, positioning, pricing, channels, sales, support, and measurement?
People & OrganisationTemplate / formIPO readiness workstream mapWhat workstreams, decisions, owners, dependencies, and governance are required for IPO preparation?
Organisational behaviourTemplate / formWeekly team meeting agendaHow should a weekly team meeting balance information, recognition, learning, decisions, and connection?
InnovationTemplate / formResearch insights reportHow should research findings connect evidence to implications and decisions?
People & OrganisationTemplate / formCompensation philosophy canvasWhich principles should govern compensation decisions and trade-offs?
People & OrganisationTemplate / formBoard meeting preparation planHow should management prepare board members so meeting time is used for strategy and decisions?
OperationsTemplate / formStrategic-priority recovery planWhat actions, decisions, and support will return a high-impact priority to a healthy trajectory?
Organisational behaviourTemplate / formOwnership planHow should ownership transfer or evolve without losing decisions, context, and stakeholder trust?
People & OrganisationTemplate / formTeam offsite plannerHow can a team turn an offsite purpose into preparation, facilitation, decisions, and follow-through?
People & OrganisationTemplate / formBoard meeting agendaHow should a board meeting balance business review, strategic discussion, decisions, and follow-through?
OperationsTemplate / formProduct review agendaHow should a product team review customer evidence, product quality, metrics, roadmap, and decisions?
OperationsTemplate / formCross-functional review agendaHow can a cross-functional group surface dependencies, make decisions, and close actions efficiently?
People & OrganisationTemplate / formDownturn communication planHow should leaders explain financial context, decisions, uncertainty, and expectations during a downturn?
People & OrganisationTemplate / formCEO-COO responsibility mapHow should a CEO and COO divide ownership, joint decisions, and conflict resolution?
People & OrganisationTemplate / formTeam communication planHow should a team make priorities, decisions, progress, and context reliably visible?
People & OrganisationTemplate / formOperating cadence mapWhich recurring forums and written updates connect planning, decisions, metrics, and execution?
People & OrganisationChecklist / diagnosticPersonal operating-system reviewDo a leader's routines, information flows, decisions, and relationships support effective work?
OperationsKPI / metricDecision quality scorecardAre important decisions timely, supported, durable, and translated into action?
Organisational behaviourKPI / metricInterview process health metricsDoes a structured interview process collect sufficient job-relevant evidence and reach timely, documented decisions?
People & OrganisationProcess / methodLow-performance management processHow should expectations, evidence, coaching, support, decisions, and documentation progress over time?
InnovationKPI / metricCustomer research evidence metricsIs the customer evidence behind active decisions current and sufficiently representative of the priority research space?
People & OrganisationFramework / modelPeople-process maturity ladderWhen should a company add structure to leveling, promotion, feedback, and compensation decisions?Use the people process maturity ladder when people working on organization and culture are using different mental models for stage, risk, and minimum process, and that difference is changing choices or coordination.
OperationsKPI / metricMeasurement system health metricsAre decision-critical metrics current and complete enough to support the decisions that depend on them?
InnovationFramework / modelStage gate new product developmentHow can stage gate new product development support strategic choice or positioning?Use a stage gate process to manage the development and launch of products, services, technologies or substantial product changes when:
FinanceKPI / metricPrice quality strategyHow should price quality strategy be measured and interpreted?Guide positioning and pricing for a product or service.
MarketingFramework / modelPersonasHow can personas improve people, teams, or organisational effectiveness?To focus marketing messages, product decisions, service design and customer journeys.
FinanceFramework / modelConjoint analysisHow can conjoint analysis support strategic choice or positioning?Use it to estimate the relative value of product components and identify attractive price–feature combinations.
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.
MarketingFramework / modelBrand auditHow can brand audit support strategic choice or positioning?To diagnose and improve brand strength.
MarketingFramework / modelMarket sizingHow can market sizing support strategic choice or positioning?To estimate the volume and value of an existing or potential market.
FinanceKPI / metricOperating profit marginHow should operating profit margin be measured and interpreted?Use operating profit margin to track whether revenue is converting into operating profit, to compare business units or periods using the same accounting definition, and to investigate the effect of pricing, volume, mix and operating costs. It is especially useful alongside revenue growth: growth that requires operating costs to rise faster than revenue will reduce the margin.
StrategyKPI / metricDeliberate and emergent strategy (Mintzberg)How should deliberate and emergent strategy (mintzberg) be measured and interpreted?Use the distinction when the market is changing faster than the planning cycle, when frontline teams are discovering opportunities that senior leaders did not foresee, or when actual investment and operating decisions no longer match the formal plan. It is also valuable during a strategy review because it separates three questions that are often confused: What did we intend? What did we actually do? What should we now choose to continue?
StrategyTemplate / formScenario planningHow can scenario planning support strategic choice or positioning?Royal Dutch Shell has used scenarios to understand business dynamics, recognise opportunities, examine strategic options and support long term decisions. More generally, use the method when important choices depend on uncertainties that cannot be reduced to one forecast.
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 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.
Organisational behaviourFramework / modelCognitive biases in decision makingHow can cognitive biases in decision making improve people, teams, or organisational effectiveness?Use bias awareness to examine how you reach consequential decisions and reduce preventable error.
Organisational behaviourKPI / metricRevenue per employee (RPE)How should revenue per employee (rpe) be measured and interpreted?Answer the key performance question: “How much revenue does the organisation generate relative to its workforce?”
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:
StrategyFramework / modelFour cornersHow can four corners support strategic choice or positioning?To examine the strategy and likely reactions of a significant competitor.