Organisational behaviourTemplate / formWays-of-working agreementHow will the team communicate, decide, coordinate work, handle conflict, and review its agreements?
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Organisational behaviourTemplate / formWays-of-working agreementHow will the team communicate, decide, coordinate work, handle conflict, and review its agreements?
OperationsKPI / metricMetric definition cardWhat exactly does this metric mean, how is it calculated, and which decision should it support?
Organisational behaviourTemplate / formTeam-state diagnosticWhich team conditions most constrain effectiveness, and what intervention should be tested next?
TemplateTemplate / formContract Closeout ReportHow can contract closeout report support strategic choice or positioning?
TemplateTemplate / formSupplier Performance ReviewHow can supplier performance review improve people, teams, or organisational effectiveness?
MarketingKPI / metricCustomer retention rateHow should customer retention rate be measured and interpreted?Answer the key performance question: “To what extent are we keeping the customers we have acquired?”
TemplateTemplate / formOvercoming Obstacles Change DiagnosticHow can overcoming obstacles change diagnostic improve people, teams, or organisational effectiveness?
TemplateTemplate / formProgram Requirements DocumentHow can program requirements document improve people, teams, or organisational effectiveness?
TemplateTemplate / formProgram Resource PlanHow can program resource plan improve people, teams, or organisational effectiveness?
FinanceFramework / modelBond valuationWhen and how should bond valuation be applied?To estimate a bond’s value when considering a purchase or sale.
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.
TemplateTemplate / formInitial Stakeholder IdentificationHow can initial stakeholder identification improve people, teams, or organisational effectiveness?
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.
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.
MarketingKPI / metricConversion rateHow should conversion rate be measured and interpreted?Answer the key performance question: “To what extent are we able to convert potential customers into actual customers?”
StrategyProcess / methodSurvey methods of demand forecastingHow can survey methods of demand forecasting support strategic choice or positioning?Use one or more methods when informed external or frontline judgement would strengthen the The HOOF approach to demand forecasting.
MarketingFramework / modelValue-based marketingHow can value-based marketing improve people, teams, or organisational effectiveness?Increase the customer value and profitability of a product or service.
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:
TemplateTemplate / formChange Clinic WorksheetHow can change clinic worksheet improve people, teams, or organisational effectiveness?
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?”
FinanceFramework / modelTime value of moneyWhen and how should time value of money be applied?Compare personal investments or financing choices.
Organisational behaviourFramework / modelSix thinking hats (De Bono)How can six thinking hats (de bono) support strategic choice or positioning?Use the method when a decision needs to be examined from several perspectives, when habitual positions are limiting a conversation or when a group is arguing rather than thinking together. The sequence can expose overlooked opportunities, add nuance to initial reactions, encourage lateral thought and accelerate a decision by giving each stage a clear purpose.
OperationsFramework / modelValue stream mappingHow can value stream mapping improve people, teams, or organisational effectiveness?Use value stream mapping to reduce lead time, expose waste and coordinate improvement across functional boundaries. A map records process steps, material movement, information flow and operating data such as inventory, cycle time and batch size with common symbols (see Rother and Shook, 2003). The current state map supplies evidence for designing a leaner future state.
FinanceKPI / metricReturn on equity (ROE)How should return on equity (roe) be measured and interpreted?Answer the key performance question: “How efficiently are we using the investments that shareholders have made to generate profits?”
Organisational behaviourKPI / metricRevenue per employee (RPE)How should revenue per employee (rpe) be measured and interpreted?Answer the key performance question: “How much revenue does the organisation generate relative to its workforce?”
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.
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:
FinanceFramework / modelModigliani-Miller theoremHow can modigliani-miller theorem support strategic choice or positioning?To introduce capital structure reasoning and expose its assumptions.
Organisational behaviourFramework / modelManaging work groups: Belbin team rolesHow can managing work groups: belbin team roles improve people, teams, or organisational effectiveness?To build more productive working relationships.
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 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.
TemplateTemplate / formProgram Issues RegisterWhen and how should program issues register be applied?
TemplateTemplate / formLessons Learned Data BaseHow can lessons learned data base improve people, teams, or organisational effectiveness?
TemplateTemplate / formPhase Gate Review AgendaWhen and how should phase gate review agenda be applied?
AccountingFramework / modelThe DuPont identityHow can the dupont identity support strategic choice or positioning?Diagnose a company’s financial performance.
TemplateTemplate / formContingency PlanHow can contingency plan improve people, teams, or organisational effectiveness?
OperationsFramework / modelLean thinking/just-in-timeHow can lean thinking/just-in-time support strategic choice or positioning?Lean can improve repetitive and variable work when leadership accepts its core commitments:
TemplateTemplate / formBenefits RegisterHow can benefits register support strategic choice or positioning?
TemplateTemplate / formProgram Stakeholder Inquiry RegisterHow can program stakeholder inquiry register improve people, teams, or organisational effectiveness?
TemplateTemplate / formStakeholder InventoryHow can stakeholder inventory improve people, teams, or organisational effectiveness?
TemplateTemplate / formComponent Stakeholder Engagement GuidelinesHow can component stakeholder engagement guidelines improve people, teams, or organisational effectiveness?
TemplateTemplate / formProgram Benefits StatementWhen and how should program benefits statement be applied?
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 / modelEmotional intelligenceHow can emotional intelligence support strategic choice or positioning?Develop emotional intelligence as an ongoing capability, not a technique switched on for difficult conversations.
AccountingProcess / methodThe accrual method in accountingHow can the accrual method in accounting improve people, teams, or organisational effectiveness?Use accrual accounts to understand the economic performance of a business over a reporting period.
MarketingFramework / modelCrowdsourcingHow can crowdsourcing improve people, teams, or organisational effectiveness?Use it early enough for outside input to influence the work, before a decision is fixed. Invite a relevant community, or deliberately include people from another field when reframing is valuable. Keep decision rights explicit: contribution does not automatically confer authority.
OperationsFramework / modelQualitative surveysHow can qualitative surveys improve people, teams, or organisational effectiveness?Use qualitative surveys when the research question is exploratory, the relevant answer categories are not yet known or respondents need room to explain an experience in their own terms.
FinanceFramework / modelPredictive sales analyticsHow can predictive sales analytics improve people, teams, or organisational effectiveness?Use predictive sales analytics continuously where forecasts influence inventory, staffing, cash, capacity, targets or financing. It is particularly useful for: