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.
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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.
StrategyMatrix / portfolioBoston Consulting Group (BCG) matrixHow can boston consulting group (bcg) matrix support strategic choice or positioning?To review and plan a portfolio of products, brands or SBUs.
OperationsMatrix / portfolioProduct service positioning matrixHow can product service positioning matrix support strategic choice or positioning?Position an offer according to customers’ perceptions of product quality and service value.
MarketingFramework / modelCustomer value propositionHow can customer value proposition support strategic choice or positioning?To create a compelling purchase motive.
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.
StrategyMatrix / portfolioDirectional policy matrixHow can directional policy matrix support strategic choice or positioning?Prioritise segments, business units, brands or new ideas.
Organisational behaviourFramework / modelDISCHow can disc improve people, teams, or organisational effectiveness?Use DISC as a simple shared vocabulary for discussing communication differences.
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.
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.
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.
MarketingFramework / modelRelative market shareHow can relative market share support strategic choice or positioning?Answer the key performance question: “How well are we developing our market share in comparison to our competitors?”
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.
StrategyFramework / modelThe HOOF approach to demand forecastingHow can the hoof approach to demand forecasting support strategic choice or positioning?Use the process whenever a decision depends on future market demand.
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.
StrategyFramework / modelCore competences (Hamel and Prahalad)How can core competences (hamel and prahalad) support strategic choice or positioning?Use it in corporate strategy to determine how the centre can add value by building, protecting and transferring important competences across business units.
Organisational behaviourFramework / modelCompeting valuesHow can competing values support strategic choice or positioning?Use the framework to:
Organisational behaviourMatrix / portfolioFocus–energy matrixHow can focus–energy matrix improve people, teams, or organisational effectiveness?Use the matrix to diagnose why effort is not producing action and to design a response. It describes four behavioural states:
StrategyFramework / modelDiscovery-driven growth (McGrath)How can discovery-driven growth (mcgrath) support strategic choice or positioning?Use it for products or markets with high uncertainty, especially a new product entering a new market. The product/market matrix helps distinguish that situation.
StrategyFramework / modelBusiness scope (Abell)How can business scope (abell) support strategic choice or positioning?Use the model when leaders need a customer centred answer to “What business are we in?” It supports strategic planning by:
Organisational behaviourFramework / modelLeadership stylesHow can leadership styles support strategic choice or positioning?Use the framework to reflect on behavioural range, prepare for a leadership challenge and discuss development with evidence from colleagues and outcomes.
Organisational behaviourMatrix / portfolioCore quadrantsHow can core quadrants improve people, teams, or organisational effectiveness?Use the model for self awareness, development, teamwork and conflict preparation. It makes strengths, pitfalls, challenges and “allergies” easier to recognise in yourself and others, helping explain why another person’s useful behaviour can trigger a disproportionate reaction.
OperationsFramework / modelPolarity managementHow can polarity management improve people, teams, or organisational effectiveness?Use the technique when a recurring problem returns after the organisation swings to the apparent opposite solution.
StrategyMatrix / portfolioThe attractiveness/advantage matrix (GE/McKinsey)How can the attractiveness/advantage matrix (ge/mckinsey) support strategic choice or positioning?Use it whenever the organisation must evaluate and rebalance a portfolio of product market segments.
FinanceMatrix / portfolioModern portfolio theoryHow can modern portfolio theory support strategic choice or positioning?To structure discussion of asset allocation and diversification.
StrategyMatrix / portfolioADL matrixHow can adl matrix support strategic choice or positioning?To evaluate and strengthen a product portfolio or group of strategic business units.
OperationsMatrix / portfolioCovey’s time matrix (Eisenhower)How can covey’s time matrix (eisenhower) improve people, teams, or organisational effectiveness?Use the matrix instead of a flat to do list when competing demands require explicit prioritisation.
Organisational behaviourFramework / modelJohari windowHow can johari window support strategic choice or positioning?Use the window in coaching, team development and reflective practice when participants can choose what to disclose and feedback can be given safely.
StrategyFramework / modelCross, spider, comb and marimekko chartsHow can cross, spider, comb and marimekko charts support strategic choice or positioning?Use the charts to compare product attributes, Assessing customer purchasing criteria or Deriving key success factors, selecting the display that matches the question.
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 opportunity/vulnerability matrix (Bain/L.E.K.)How can the opportunity/vulnerability matrix (bain/l.e.k.) support strategic choice or positioning?Compare a business or segment’s result with the norm implied by its industry position and classify unexplained underperformance as opportunity or unexplained outperformance as vulnerability.
StrategyMatrix / portfolioThe resource and capability strengths/importance matrix (Grant)How can the resource and capability strengths/importance matrix (grant) support strategic choice or positioning?Use it whenever strategy depends on understanding what the organisation owns, knows and can do better or worse than rivals.
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.
OperationsFramework / modelIs/is not problem-solving techniqueHow can is/is not problem-solving technique improve people, teams, or organisational effectiveness?Use it when a problem is vague, intermittent or surrounded by distracting information.
MarketingFramework / modelUSPHow can usp support strategic choice or positioning?Define the central selling claim for a product, service or brand.
Organisational behaviourFramework / modelThomas–Kilmann conflict mode instrumentHow can thomas–kilmann conflict mode instrument improve people, teams, or organisational effectiveness?Use the model when you are directly involved in a disagreement or are helping other people resolve one.
StrategyTheory / principleGame theory: the prisoner’s dilemmaHow can game theory: the prisoner’s dilemma support strategic choice or positioning?To structure a consequential choice involving strategic rivals or partners.
Organisational behaviourMatrix / portfolioMatrix managementHow can matrix management improve people, teams, or organisational effectiveness?To coordinate work that genuinely depends on more than one organisational dimension.
Organisational behaviourFramework / modelBenziger’s thinking styles assessmentHow can benziger’s thinking styles assessment improve people, teams, or organisational effectiveness?Use the framework to explore preferred thinking patterns and identify work that draws on them while developing flexibility in less familiar modes.