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.
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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.
TemplateTemplate / formProgram Management PlanHow can program management plan support strategic choice or positioning?
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:
StrategyKPI / metricBlue ocean strategy (Kim and Mauborgne)How should blue ocean strategy (kim and mauborgne) be measured and interpreted?Use the approach when a red ocean position offers limited prospects for profitable growth. In their twenty fifteen work on “red ocean traps,” Kim and Mauborgne identified six mental models that obstruct market creation:
StrategyTemplate / formBlockchain technology (Tapscott)How can blockchain technology (tapscott) support strategic choice or positioning?When several parties need a shared record, have limited trust in one another and cannot rely efficiently on a single intermediary—but only after comparing blockchain with a conventional database.
StrategyProcess / methodProduct life cycleHow can product life cycle support strategic choice or positioning?Develop a long term product and portfolio strategy.
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?”
StrategyFramework / modelFast second (Markides)How can fast second (markides) support strategic choice or positioning?Consider a fast second strategy 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.
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.
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.
StrategyMatrix / portfolioDirectional policy matrixHow can directional policy matrix support strategic choice or positioning?Prioritise segments, business units, brands or new ideas.
TemplateTemplate / formOvercoming Obstacles Change DiagnosticHow can overcoming obstacles change diagnostic improve people, teams, or organisational effectiveness?
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?”
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.
StrategyFramework / modelIdentifying the capability gapHow can identifying the capability gap support strategic choice or positioning?Use it after clarifying target segments, future scenarios, key success factors and the desired competitive position. Revisit it when those assumptions change, while recognising that gap analysis can create false certainty if aspirations are vague or context is ignored.
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 / 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.
MarketingFramework / modelCost per leadWhen and how should cost per lead be applied?Use CPL to compare lead generation channels or campaigns, monitor acquisition efficiency and plan how much pipeline a budget might create. Calculate the metric separately for each meaningful stage, such as raw lead, marketing qualified lead and sales qualified lead, when the buying journey is long.
InnovationFramework / modelRandom word techniqueHow can random word technique improve people, teams, or organisational effectiveness?Use the technique when:
StrategyFramework / modelIdentifying key segmentsHow can identifying key segments support strategic choice or positioning?Use segmentation whenever strategy is being developed or refreshed. Without it, market research, competitor analysis and capability investment may be aimed at an economically marginal part of the business.
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.
OperationsFramework / modelRegression analysisWhen and how should regression analysis be applied?Use regression when a decision requires a quantified relationship, a conditional prediction or a test of how an outcome differs as selected inputs change.
MarketingFramework / modelSERVQUALHow can servqual improve people, teams, or organisational effectiveness?Diagnose service attributes where customer expectations and perceived performance differ.
StrategyKPI / metricProfit from the core (Zook)How should profit from the core (zook) be measured and interpreted?Use the framework whenever a growth strategy appears to be drifting away from the customers, capabilities, channels or economics that give the company an advantage.
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?”
OperationsKPI / metricEarned value (EV) metricHow should earned value (ev) metric be measured and interpreted?Answer the key performance question: “To what extent are our projects making the desired progress?”
StrategyKPI / metricGood strategy, bad strategy (Rumelt)How should good strategy, bad strategy (rumelt) be measured and interpreted?Use the framework to develop a strategy, test whether an existing plan is genuinely strategic and replace broad aspiration with a focused response to a consequential problem.
StrategyKPI / metricMintzberg’s 5Ps for strategyHow should mintzberg’s 5ps for strategy be measured and interpreted?Use the five Ps when:
InnovationTemplate / formScenario planningHow can scenario planning support strategic choice or positioning?Understand how the business environment may change.
Organisational behaviourFramework / modelBottom of the pyramidHow can bottom of the pyramid support strategic choice or positioning?Use the bottom of the pyramid (BoP) perspective when mature markets are crowded and the organisation is considering how to serve low income communities currently excluded by existing offers. Opportunity depends on designing products that are appropriate and genuinely affordable, building accessible distribution and ensuring that limited household resources are exchanged for meaningful value.
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.
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.
Organisational behaviourTheory / principleSeven habits of highly effective people (Covey)How can seven habits of highly effective people (covey) improve people, teams, or organisational effectiveness?Use the habits as prompts for reflection, planning, listening, collaboration and renewal. They are especially useful when a manager wants a coherent vocabulary for moving from personal responsibility to productive interdependence.
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.
OperationsFramework / modelForce field analysisHow can force field analysis improve people, teams, or organisational effectiveness?Use the model when planning a consequential change at team, department or organisation level, especially when stakeholders disagree about what will help or hinder implementation.
StrategyFramework / modelStick to the knitting (Peters and Waterman)How can stick to the knitting (peters and waterman) support strategic choice or positioning?Keep the maxim in view whenever strategy proposes entry into unfamiliar products, markets or operating models.
InnovationFramework / modelDisruptive innovationWhen and how should disruptive innovation be applied?Use the theory to examine how a well managed incumbent can still be displaced. Established firms often see the emerging technology, but their customers, margins, processes and resource allocation rules make the early opportunity unattractive. A start up with a different cost structure and value network can pursue it.
OperationsFramework / modelVroom–Yetton–Jago decision modelHow can vroom–yetton–jago decision model improve people, teams, or organisational effectiveness?Use the model for a consequential decision when you are unsure whether deciding alone, consulting others or sharing the decision will produce the best outcome.
FinanceFramework / modelModigliani-Miller theoremHow can modigliani-miller theorem support strategic choice or positioning?To introduce capital structure reasoning and expose its assumptions.
OperationsFramework / modelRoot cause analysis/Pareto analysisHow can root cause analysis/pareto analysis improve people, teams, or organisational effectiveness?Use RCA when a recurring defect, failure, delay, incident or outcome has material consequences and treating the symptom has not been sufficient. Scale the investigation to severity and learning potential.
StrategyFramework / modelThe 4Ps marketing mix (McCarthy) and the purple cow (Godin)How can the 4ps marketing mix (mccarthy) and the purple cow (godin) support strategic choice or positioning?Use these ideas to examine the marketing consequences of a profit growth option, especially a new segment, changed price or differentiated offer.
InnovationKPI / metricStrategic IT-alignment modelHow should strategic it-alignment model be measured and interpreted?Apply the model when technology is material to delivering or changing the business strategy. IT strategy should not be designed or altered in isolation; alignment must be managed across external choices and internal operating arrangements.
InnovationFramework / modelInnovation circleWhen and how should innovation circle be applied?Use the circle to create an end to end view of a product, service or process innovation, clarify handoffs and prevent teams from treating launch as the end of innovation management. It is particularly helpful when creative work and operational integration are disconnected.
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 / modelSpheres of influenceHow can spheres of influence support strategic choice or positioning?Use the model when coaching a team member who feels stuck in a problem or demanding situation.
InnovationFramework / modelThe Open Group Architecture Framework (TOGAF®)How can the open group architecture framework (togaf®) support strategic choice or positioning?Use TOGAF to align business operations and technology with current and future objectives. The enterprise architecture acts as a governed blueprint for processes, information, applications and infrastructure. The classic model examines four connected domains:
Organisational behaviourFramework / modelMotivational insightsHow can motivational insights improve people, teams, or organisational effectiveness?Use motivational insights for voluntary reflection, team conversation and hypothesis generation about how people may respond to changing conditions. Never use a colour profile as the sole basis for hiring, promotion, redundancy, diagnosis or work allocation.