StrategyFramework / modelRating competitive positionHow can rating competitive position support strategic choice or positioning?Use it after identifying customer purchasing criteria and deriving the key success factors for a defined market.
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StrategyFramework / modelRating competitive positionHow can rating competitive position support strategic choice or positioning?Use it after identifying customer purchasing criteria and deriving the key success factors for a defined market.
Organisational behaviourTemplate / formTeam-state diagnosticWhich team conditions most constrain effectiveness, and what intervention should be tested next?
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.
FinanceFramework / modelValue equivalence lineHow can value equivalence line support strategic choice or positioning?Diagnose whether a brand’s price and perceived benefits support its market position.
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.
Organisational behaviourTheory / principleGlasser’s choice theoryHow can glasser’s choice theory support strategic choice or positioning?Use the framework to reflect on dissatisfaction, motivation or a relationship at work, and to identify a small choice within your control. Do not use it to diagnose illness, blame someone for distress or advise them to stop prescribed treatment.
InnovationFramework / modelThe seven domains assessment model for entrepreneursHow can the seven domains assessment model for entrepreneurs support strategic choice or positioning?Assess an opportunity before committing heavily to launch.
Organisational behaviourFramework / modelCultural dimensions (Hofstede)How can cultural dimensions (hofstede) improve people, teams, or organisational effectiveness?Use the framework when international customers, partners, suppliers or colleagues may approach authority, groups, competition, ambiguity or time differently. It can surface hypotheses before a negotiation, team launch or market entry and help participants ask better questions before friction becomes failure.
StrategyFramework / modelProduct quality and satisfaction (Kano)How can product quality and satisfaction (kano) support strategic choice or positioning?Use it when product development is part of a growth option.
Organisational behaviourFramework / modelCompensation modelHow can compensation model support strategic choice or positioning?Use the model to diagnose an existing pay system, design a remuneration strategy or evaluate a proposed change to salary, incentives and benefits. It helps leaders connect market positioning and internal pay relationships with fairness, performance, legal obligations and operational governance.
Organisational behaviourFramework / modelMintzberg’s managerial rolesHow can mintzberg’s managerial roles improve people, teams, or organisational effectiveness?To examine and improve your own pattern of managerial work.
Organisational behaviourFramework / modelMultiple intelligencesHow can multiple intelligences support strategic choice or positioning?Use the categories as prompts for reflection, task design and noticing overlooked strengths—not as a diagnostic test, ability ceiling or personnel label.
OperationsFramework / modelWheel of lifeHow can wheel of life improve people, teams, or organisational effectiveness?Use the wheel when work and home feel out of balance, when considering a role or career change, or when you need to reassess where time and attention are going.
StrategyFramework / modelInnovation hot spots (Gratton)How can innovation hot spots (gratton) support strategic choice or positioning?Use the model when an organisation needs stronger collaboration and innovation, particularly where expertise remains trapped inside teams or formal boundaries.
MarketingFramework / modelCustomer satisfaction analysisHow can customer satisfaction analysis improve people, teams, or organisational effectiveness?Measure satisfaction continuously enough to detect change before it becomes lost revenue or reputational damage. A dissatisfied customer is not automatically a lost customer; the organisation’s response can convert a failure into trust.
MarketingFramework / modelFocus groupsHow can focus groups improve people, teams, or organisational effectiveness?Use focus groups to explore language, beliefs, experiences, decision criteria and the range of views surrounding a topic. They are especially useful for developing hypotheses, refining a product or service, interpreting survey results and understanding how opinions are negotiated socially.
StrategyFramework / modelThe segmentation mincer (Koch)How can the segmentation mincer (koch) support strategic choice or positioning?Use it when segment boundaries feel arbitrary or when a more disciplined comparison would improve strategy development.
MarketingFramework / modelBrand equityWhen and how should brand equity be applied?To answer: “To what extent does the brand drive value?”
OperationsFramework / modelQuantitative surveysWhen and how should quantitative surveys be applied?Use a quantitative survey when the concepts and response categories can be defined in advance and the decision requires numerical evidence.
MarketingFramework / modelSocial media analyticsHow can social media analytics improve people, teams, or organisational effectiveness?Social media is embedded in the daily lives of a large population, and public conversation can change quickly. Monitoring should therefore match the speed and risk of the business question rather than occur only during an annual review.
OperationsFramework / modelFactor analysisWhen and how should factor analysis be applied?Use factor analysis when many measured variables may reflect a smaller number of underlying constructs. It is especially useful when developing a questionnaire, validating a scale or simplifying a set of correlated attributes.
MarketingFramework / modelWeb analyticsHow can web analytics support strategic choice or positioning?Review off site market and competitor signals periodically—annually in a stable market and more often when conditions move quickly. Monitor on site performance continuously enough to detect technical failures, campaign effects and changing journeys.
MarketingFramework / modelEthnographyHow can ethnography improve people, teams, or organisational effectiveness?Use ethnography when a business question depends on how a group actually works, interacts or makes sense of its environment. It can illuminate organisational culture, collaboration across departments, customer behaviour and the everyday use of a product or service.
Organisational behaviourFramework / modelCompetency acquisition analyticsHow can competency acquisition analytics support strategic choice or positioning?Review acquisition performance at least annually and whenever strategy changes the capability profile. The analysis should test both whether demand was defined accurately and whether gaps were closed at acceptable cost and quality.
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.
FinanceFramework / modelCash flow analyticsHow can cash flow analytics support strategic choice or positioning?Use cash flow analytics routinely to monitor the current position and forecast whether the organisation can operate without a funding interruption. A forward view makes seasonal peaks, delayed receipts, debt payments and investment commitments visible early enough to manage them.
MarketingFramework / modelCustomer engagement analyticsHow can customer engagement analytics improve people, teams, or organisational effectiveness?Review the full model at least every six months and monitor leading signals between reviews. Reassess it when a product, service or system changes the experience.
MarketingFramework / modelMarket orientationHow can market orientation support strategic choice or positioning?To assess whether the firm can understand, anticipate and shape market needs.
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.
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.
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.
OperationsFramework / modelMeta-analytics - literature analysisHow can meta-analytics - literature analysis improve people, teams, or organisational effectiveness?Use synthesis when relevant research already exists and a structured review can answer the question more credibly or economically than one new study alone.
OperationsFramework / modelInterviewsHow can interviews improve people, teams, or organisational effectiveness?Use interviews when the research question requires explanation, context, stories or interpretation. Define what you need to learn and why before choosing participants or writing questions. Do not interview people when observation, records or a short survey would answer the question with less burden.
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.
Organisational behaviourFramework / modelSolution-focused coaching (OSKAR)How can solution-focused coaching (oskar) support strategic choice or positioning?Use OSKAR for developmental coaching, particularly when the coachee has a reasonably clear goal and already possesses some experience or ideas that can support progress.
Organisational behaviourFramework / modelRelationship listeningHow can relationship listening improve people, teams, or organisational effectiveness?Use relationship listening when someone is working through an experience, emotion, uncertainty or decision and has not asked for a solution.
Organisational behaviourFramework / modelCritical listeningHow can critical listening support strategic choice or positioning?Use critical listening when:
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.