StrategyFramework / modelCreating value from mergers, acquisitions and alliancesHow can creating value from mergers, acquisitions and alliances support strategic choice or positioning?Use this assessment for every proposed merger, acquisition or alliance, from initial rationale through valuation and integration planning.
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StrategyFramework / modelCreating value from mergers, acquisitions and alliancesHow can creating value from mergers, acquisitions and alliances support strategic choice or positioning?Use this assessment for every proposed merger, acquisition or alliance, from initial rationale through valuation and integration planning.
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:
People & OrganisationFramework / modelStructured interview architectureHow do role criteria, common questions, work samples, rubrics, and independent scoring fit together?Use the structured interview architecture when people working on hiring and onboarding are using different mental models for role outcomes, competencies, and questions, and that difference is changing choices or coordination.
MarketingFramework / modelPESTHow can pest support strategic choice or positioning?To assess four major macro factors that may shape a company’s future.
Organisational behaviourFramework / modelStorytellingHow can storytelling improve people, teams, or organisational effectiveness?Weave an appropriate story into a conversation to disclose something about yourself, engage people in an idea, teach, solve a problem, sell an offer or focus attention on what matters at work.
StrategyFramework / modelSWOT analysisHow can swot analysis support strategic choice or positioning?Use SWOT to connect internal resources and capabilities with the competitive conditions around the organisation. It can support the development and selection of strategy, or any other decision for which the objective and scope have first been defined clearly.
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:
MarketingFramework / model4Ps of marketing (Kotler)How can 4ps of marketing (kotler) support strategic choice or positioning?Marketing and sales connect the customer's perspective with the organization's. Reviewing the four elements reveals how the organization currently interacts with customers, how it could serve prospective customers and how its offer is positioned in their minds. The mix is a tactical toolkit within marketing strategy, and repeated adjustment helps the organization respond to changing needs in a chosen segment while supporting corporate strategy.
FinanceFramework / modelValuing the firmWhen and how should valuing the firm be applied?Estimate a defensible price for an acquisition or disposal.
StrategyFramework / modelGap analysisHow can gap analysis support strategic choice or positioning?To identify and improve an important area of underperformance.
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.
MarketingFramework / modelCompetitive intelligenceHow can competitive intelligence support strategic choice or positioning?Use CI to assess relative market strengths, weaknesses, intentions and vulnerabilities.
MarketingFramework / modelAIDAHow can aida improve people, teams, or organisational effectiveness?To make marketing communications more effective from first exposure through response.
FinanceFramework / modelPrice elasticityHow can price elasticity support strategic choice or positioning?Estimate how price changes may affect volume and revenue.
OperationsFramework / modelBenchmarkingHow can benchmarking support strategic choice or positioning?To establish evidence based targets for business and marketing KPIs.
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?”
MarketingFramework / modelCustomer value propositionHow can customer value proposition support strategic choice or positioning?To create a compelling purchase motive.
MarketingFramework / modelPersonasHow can personas improve people, teams, or organisational effectiveness?To focus marketing messages, product decisions, service design and customer journeys.
StrategyFramework / modelFast second (Markides)How can fast second (markides) support strategic choice or positioning?Consider a fast second strategy when:
StrategyFramework / modelAssessing customer purchasing criteriaHow can assessing customer purchasing criteria support strategic choice or positioning?Whenever a strategy, proposition or competitive assessment must begin with evidence about what customers value.
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.
StrategyFramework / modelOutsourcingHow can outsourcing support strategic choice or positioning?Consider outsourcing when an external provider may lower unit costs, raise service standards, supply scarce expertise, accelerate access to technology or release internal attention for strategically distinctive work. Use expanded throughout the 2000s and 2010s, including in government, but prevalence is not evidence that it suits a particular activity.
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.
StrategyFramework / modelSizing the market and marketcraftingHow can sizing the market and marketcrafting support strategic choice or positioning?Use marketcrafting or another market sizing method when no adequate third party estimate exists and the organisation must construct a market view from primary evidence and informed assumptions.
OperationsFramework / modelValue chainHow can value chain support strategic choice or positioning?Identify how product or service value is created through the operating system.
FinanceFramework / modelCapital budgetingWhen and how should capital budgeting be applied?To decide whether a proposed long term investment is expected to create value.
StrategyFramework / modelCore competenciesHow can core competencies support strategic choice or positioning?Use the model to identify the capabilities that create customer value and distinguish the organisation from rivals. It supplies an inside out counterpart to Porter’s Five Forces (Competitive analysis: Porter’s five forces model), which begins with the external industry. Core competence analysis asks whether the company can combine learning and technology to create unexpected products more quickly or economically than competitors and thereby support enduring advantage.
StrategyFramework / modelPorter’s five forcesHow can porter’s five forces support strategic choice or positioning?Assess the structural drivers of industry profitability and competitive intensity.
MarketingFramework / modelBrand auditHow can brand audit support strategic choice or positioning?To diagnose and improve brand strength.
StrategyFramework / modelBusiness as a community (Handy)How can business as a community (handy) support strategic choice or positioning?Use Handy’s perspective when defining corporate purpose, governance, employee voice and the organisation’s responsibilities to society and the environment.
Organisational behaviourFramework / modelOverhead value analysisHow can overhead value analysis improve people, teams, or organisational effectiveness?Use OVA when overhead has grown without a clear link to organisational priorities, when support services no longer meet internal customer needs, or when financial pressure requires a disciplined redesign. It can be preventive or corrective. Because the analysis may affect roles, workload and employment, establish transparent decision criteria, worker consultation and implementation support at the outset.
MarketingFramework / modelSegmentationHow can segmentation support strategic choice or positioning?Identify customer groups whose differences should change the offer, channel, service or message.
Organisational behaviourFramework / modelDISCHow can disc improve people, teams, or organisational effectiveness?Use DISC as a simple shared vocabulary for discussing communication differences.
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.
MarketingFramework / modelMarket sizingHow can market sizing support strategic choice or positioning?To estimate the volume and value of an existing or potential market.
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.
FinanceFramework / modelBond valuationWhen and how should bond valuation be applied?To estimate a bond’s value when considering a purchase or sale.
StrategyFramework / modelCo-opetition (Brandenburger and Nalebuff)How can co-opetition (brandenburger and nalebuff) support strategic choice or positioning?Use co opetition when cooperation with a competitor or adjacent player could create value that neither party can produce alone.
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?”
MarketingFramework / modelSIMALTOHow can simalto improve people, teams, or organisational effectiveness?Use SIMALTO to identify how much value customers place on possible product or service improvements.
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.
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?”
StrategyFramework / modelProfiling the ideal playerHow can profiling the ideal player support strategic choice or positioning?Use it after selecting priority product–market segments and before assessing the organisation’s capability gaps.
Organisational behaviourFramework / modelMaslow’s hierarchyHow can maslow’s hierarchy support strategic choice or positioning?To generate hypotheses about customer or employee needs and differentiate positioning.
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.