TemplateTemplate / formRisk Audit ReportHow can risk audit report improve people, teams, or organisational effectiveness?
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TemplateTemplate / formRisk Audit ReportHow can risk audit report improve people, teams, or organisational effectiveness?
TemplateTemplate / formRisk Management Planning Meeting AgendaHow can risk management planning meeting agenda support strategic choice or positioning?
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.
FinanceFramework / modelRisk–reward analysisHow can risk–reward analysis support strategic choice or positioning?Use the analysis when several materially different initiatives compete for capital, capacity or management attention. It can support a rapid executive discussion or a detailed process involving market research, return on investment estimates, scenarios and sensitivity analysis.
TemplateTemplate / formProgram Risk Management PlanHow can program risk management plan improve people, teams, or organisational effectiveness?
TemplateTemplate / formProgram Risk RegisterHow can program risk register support strategic choice or positioning?
StrategyMatrix / portfolioThe composite risk index and the 5×5 risk matrixHow can the composite risk index and the 5×5 risk matrix support strategic choice or positioning?Use the index to prioritise risks in strategy, projects, operations, safety, healthcare and governance.
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.
StrategyTemplate / formQuarterly business reviewHow should a team connect past outcomes, current metrics, next priorities, risks, and leadership asks?
OperationsTemplate / formStandard operating procedureHow should a repeatable process define purpose, boundaries, responsibilities, steps, risks, escalation, and references?
FinanceTemplate / formPricing decision briefWhat customer value, alternatives, economics, packaging, risks, and evidence support a price decision?
OperationsTemplate / formProgram status updateWhat changed, why, what is at risk, and what help is needed?
OperationsTemplate / formProgram health scorecardIs a program healthy across outcomes, delivery, dependencies, risk, capacity, and stakeholder confidence?
People & OrganisationKPI / metricAcquisition ROI modelWhat incremental value must an acquisition create to justify price, integration cost, and risk?
OperationsKPI / metricLaunch review health metricsIs launch review timely, complete, proportionate to risk, and usable for the people participating in it?
People & OrganisationMatrix / portfolioLate-stage investor type matrixHow do late-stage capital sources differ in incentives, check size, governance, expertise, and risk?
People & OrganisationChecklist / diagnosticValuation expectation stress testCould the proposed valuation create unrealistic milestones, distorted behavior, or future financing risk?
OperationsMatrix / portfolioLaunch tiering matrixWhat launch rigor is proportionate to user, technical, brand, fraud, support, and continuity risk?
People & OrganisationFramework / modelCapital-cycle resilience planHow should financing strategy account for public-market comparables, capital availability, and cycle risk?Use the capital cycle resilience plan when people working on finance and company transactions are using different mental models for market scenarios, runway, and valuation sensitivity, and that difference is changing choices or coordination.
StrategyMatrix / portfolioAnsoff’s matrix and product market gridHow can ansoff’s matrix and product market grid support strategic choice or positioning?The appropriate route to corporate growth depends on the risk the organisation can accept, its current portfolio of products and markets, and whether it intends to build around existing or new offers and customers. Systematic planning begins with a clear view of the distance between today’s position and the desired future one. The product/market grid and the later Ansoff cube help managers describe that gap and identify possible growth directions.
OperationsFramework / modelObjective-oriented project planning (OOPP)How can a team connect project activity to measurable outcomes, strategic purpose, evidence, and external assumptions?Use OOPP when a project is strategically important, involves several functions, or depends on behaviour and conditions that the delivery team cannot create directly. It is also useful when:
OperationsMatrix / portfolioProbability/Impact MatrixHow can probability/impact matrix support strategic choice or positioning?Prioritise risks recorded in a programme risk register.
StrategyKPI / metricThree generic strategies (Porter) and the fatal bias (Goddard)How should three generic strategies (porter) and the fatal bias (goddard) be measured and interpreted?Use this framework when defining or reviewing a business level strategy, testing whether a value proposition has a credible economic basis, or diagnosing a company whose initiatives pull in conflicting directions. It is particularly useful when:
StrategyKPI / metricMaking the strategic investment decisionHow should making the strategic investment decision be measured and interpreted?Use this approach when you must choose among strategic alternatives with different costs, benefits, timing and risks. Use payback only as a screening method when a full discounted cash flow analysis is disproportionate or unavailable.
FinanceFramework / modelCapital budgetingWhen and how should capital budgeting be applied?To decide whether a proposed long term investment is expected to create value.
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.
StrategyFramework / modelPESTEL analysisHow can pestel analysis support strategic choice or positioning?Use PESTEL early in strategy development, market entry, scenario planning or risk review when external change may alter an industry.
OperationsFramework / modelPurchasing model (Kraljic)How can purchasing model (kraljic) support strategic choice or positioning?Use the model when a single procurement policy would give suppliers or categories the wrong level of attention. It is valuable for category strategy, supplier segmentation, resilience reviews, sourcing prioritisation and cross functional discussion.
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?”
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.
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?”
AccountingKPI / metricRatio analysisHow should ratio analysis be measured and interpreted?Compare a company with carefully selected peers or relevant industry ranges.
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.
Organisational behaviourFramework / modelHuman capital value added (HCVA)How can human capital value added (hcva) improve people, teams, or organisational effectiveness?Examine the key performance question: “To what extent are our employees adding value to the bottom line?”
InnovationProcess / methodHype cycleHow can hype cycle support strategic choice or positioning?Use a Hype Cycle to structure discussion about an emerging technology’s evidence, maturity, uncertainty and possible timing. It can inform the scale and type of learning investment, but it cannot by itself predict returns or determine when to buy.
MarketingFramework / modelSocial network analysisHow can social network analysis improve people, teams, or organisational effectiveness?Use network analysis when the organisation needs to understand its reach, identify people who can mobilise support or locate relationships relevant to a product launch, commercial campaign or crowdsourcing exercise. The method produces a snapshot and can be complex and time consuming, so define the decision and network boundary before collecting data. It is especially useful for identifying where relational strength is concentrated, which experts could be consulted and where dependence on a small number of people creates risk.
FinanceFramework / modelWeighted average cost of capitalWhen and how should weighted average cost of capital be applied?Select a discount rate for valuing a business or a project with risk comparable to the company’s existing operations.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 / modelDiscounted cash flow (DCF) and net present value (NPV)How can discounted cash flow (dcf) and net present value (npv) support strategic choice or positioning?Use DCF and NPV in capital budgeting and investment appraisal to decide:
FinanceFramework / modelDuPont schemeHow can dupont scheme support strategic choice or positioning?Use the scheme to benchmark comparable companies and explain why one earns a different return. It also supports scenario analysis by showing how a proposed change in price, cost, working capital, fixed assets or financing would flow through to the final ratio.
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:
FinanceMatrix / portfolioModern portfolio theoryHow can modern portfolio theory support strategic choice or positioning?To structure discussion of asset allocation and diversification.
StrategyFramework / modelThe suns & clouds chartHow can the suns & clouds chart support strategic choice or positioning?Use the chart for acquisitions, alliances and investments, or adapt it to project appraisal, strategy review, career choices and other decisions where upside and downside must be compared.
StrategyFramework / modelWater footprintHow can water footprint support strategic choice or positioning?Answer the performance question: “How well do we safeguard the environment in the execution of our business operations?”
Organisational behaviourFramework / modelGROW model (Whitmore et al.)How can grow model (whitmore et al.) improve people, teams, or organisational effectiveness?Use GROW in formal or informal coaching when a person needs to solve a problem, make a decision, develop a skill or translate an aspiration into action. It is especially useful when a conversation risks jumping to solutions before the goal and current reality are understood.
FinanceFramework / modelShareholder value analyticsHow can shareholder value analytics support strategic choice or positioning?Use SVA for strategy, valuation, capital allocation and performance review when long term cash consequences matter. Apply it periodically and at material decision points rather than managing the business to daily share price movement.
Organisational behaviourFramework / modelEmployee churn analyticsHow can employee churn analytics support strategic choice or positioning?Review churn at least every six months or annually, with more frequent monitoring in volatile or high turnover operations. A call centre, for example, may need a different cadence and benchmark from a stable manufacturing site.
OperationsFramework / modelVideo analyticsHow can video analytics improve people, teams, or organisational effectiveness?Use video analytics when a legitimate business or safety question depends on what happens in a physical space—for example, queue duration, movement through a store, use of a display, congestion, restricted area access or an emerging hazard.