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Strategy & leadership
52 frameworks · 26 cases · 31 articles
Framework · 52
- PESTLE analysiscomplements Five forcesleads to SWOT analysisrelated Scenario planningexample Huawei and HarmonyOS+9
- Scenario planningrelated PESTLE analysisrelated Choosing a forecasting methodexample Huawei and HarmonyOSapplies One number or several scenarios? Scenario planning for business owners+9
- Generic strategies
- Five forces
- VRIO frameworkrelated Generic strategiesrelated SWOT analysisexample Huawei and HarmonyOSapplies From SWOT to TOWS: turning analysis into choices+6
- Post-acquisition integration styles
- Strategic fit matrix (efficiency vs responsiveness)example Uniqlo (Fast Retailing) and the SPA modelrelated Four causes of the bullwhip effectrelated The SPA closed loop (Uniqlo)related Lean versus agile supply chains+5
- Strategic leadership through four control mechanisms
- Integration–responsiveness grid
- Comparison of leadership theories
- Make-or-buy decision
- Porter's diamond of national advantagerelated PESTLE analysisrelated Five forcesrelated Dunning's eclectic (OLI) paradigmrelated CAGE distance framework+2
Show all 52
- Situational leadership (Hersey–Blanchard)
- Strategic management processrelated PESTLE analysisrelated Scenario planningrelated SWOT analysisapplies One number or several scenarios? Scenario planning for business owners+2
- Transformational versus transactional leadership
- Ansoff matrixcomplements BCG growth–share matrixexample Disney's serial acquisitionsapplies Keep the product or change it abroad: the two-pressure gridrelated Levels of strategy+1
- CAGE distance framework
- Leadership versus managementrelated Transformational versus transactional leadershiprelated Cultural intelligence (CQ)related Katz's three skillsexample Richard Branson and the Virgin Group+1
- Types of M&A by relatedness
- VRIN attributes
- BCG growth–share matrix
- Four practices of strategic leadership
- Goleman's six leadership styles
- Proximal versus mediated embedding
- The obsolescing bargain between MNE and host state
- Value chaincomplements Five forcesrelated Generic strategiesrelated VRIO frameworkapplies Porter without a strategy department: three tools, one choice
- Yip's four industry globalisation drivers
- Core competence
- Corporate diplomacy as a dynamic capability
- Hidden traps in decision making
- Levels of strategy
- The eight tasks of a chief sustainability officer
- The Triple-A supply chain (agility, adaptability, alignment)
- Value disciplines
- Big Five personality traits
- Components of emotional intelligencerelated Goleman's six leadership stylesrelated Big Five personality traits
- Cultural intelligence (CQ)
- Debiasing on three fronts
- Four I's of transformational leadership
- Stakeholder power–interest matrixrelated PESTLE analysisrelated Suitability, acceptability, feasibility
- Suitability, acceptability, feasibilityprerequisite SWOT analysisrelated Stakeholder power–interest matrix
- The hype cycle
- Three types of internet fragmentation
- TOWS matrixprerequisite SWOT analysisapplies From SWOT to TOWS: turning analysis into choices
- Balanced scorecardrelated Goldilocks target-setting
- Five Ps for strategyrelated Strategic management process
- Goldilocks target-settingrelated Balanced scorecard
- Katz's three skillsrelated Leadership versus management
- Stages of regional economic integration
- Strategy clock (Bowman)related Generic strategies
- Ten steps of strategy execution (Thompson et al.)related Herzberg's two-factor theory
- Theory X and Theory Yrelated Leadership versus management
Case · 26
- Huawei and HarmonyOSexample PESTLE analysisexample Scenario planningexample VRIO frameworkexample Profiting from innovation+2
- Disney's serial acquisitions
- AirAsia: the 2001 RM1 takeover and low-cost model (Malaysia)example Generic strategiesapplies The Business Model Canvas, drawn for AirAsia and Airbnbexample Value disciplines
- Eight multinationals in disputes with Latin American governments, 2001–2012
- Ørsted green transformation
- Vietnam's record tourism yearexample Scenario planningexample Macro-to-micro causal chainapplies From GDP to a small firm's margin
- Zara (Inditex) as a fast-fashion comparator
- Apple and Google under UK digital-markets lawexample PESTLE analysisexample Five forces
- Boeing 737 MAX
- Kraft's acquisition of Cadbury
- McDonald's in India: opening without beef or pork (1996)
- Microsoft: AI expansion and emissions
Show all 26
- Microsoft's purchase of Nokia's devices business
- OpenAI board crisis 2023–24
- Southwest Airlines and Herb Kelleher: the low-fare, single-aircraft modelexample Generic strategiesexample Value disciplines
- Tata Motors acquires Jaguar Land Rover from Ford (2008)example Post-acquisition integration stylesexample Types of M&A by relatedness
- Unilever 2024: job cuts and ice-cream separation
- 3M during COVID-19example Make-or-buy decision
- Danone: leadership change and governance
- Emerging-market deals: Wipro, Hisense and Baosteelexample Types of M&A by relatedness
- Exxon–Mobil merger (1998–1999) and the FTC consent orderexample Types of M&A by relatedness
- Facebook's purchase of Instagram (2012) and the FTC case
- Ford: the One Ford plan under Alan Mulally
- Huawei and ZTE in Southeast Asian 5G vendor choices, 2019–2020
- Pixar 2006 and Lucasfilm 2012 (Disney)
- Richard Branson and the Virgin Groupexample Leadership versus management
Article · 31
- Tesla, Huawei, Starbucks: three ways in, three sizes of bet
- One number or several scenarios? Scenario planning for business ownersapplies PESTLE analysisapplies Scenario planningapplies Choosing a forecasting methodapplies Rolling forecast cycle+2
- Which market next: CAGE ranks them, Uppsala sizes the step
- From SWOT to TOWS: turning analysis into choices
- PESTLE: six boxes are the start, not the conclusionapplies PESTLE analysisapplies Five forcesapplies SWOT analysisapplies Selecting a market with PESTEL+1
- After the deal: four integration styles and how to choose
- Dunning's OLI: invest abroad or export?applies Dunning's eclectic (OLI) paradigmapplies Green SMapplies Tesla, Shanghai factoryapplies Starbucks, Australia withdrawal
- Export, license or invest: choosing a foreign market entry modeapplies Foreign market entry modesapplies Dunning's eclectic (OLI) paradigmapplies Selecting a market with PESTELapplies Walmart (USA, Germany)
- Keep the product or change it abroad: the two-pressure grid
- Tesco leaves the US: what two strategy frameworks leave open
- Born global or Uppsala steps: which path fits a Vietnamese SME?
- Gibbs reflection for managers: reviewing one decision in six steps
Show all 31
- Porter without a strategy department: three tools, one choice
- Scenario planning when policy can fork: the HarmonyOS example
- Transformational, transactional or servant: pick by the challenge
- VRIO is not a rubber stamp: a negative result is still a result
- When the government changes the rules after you invest
- Eight decision traps and how to keep a decision journalapplies Hidden traps in decision makingapplies Debiasing on three fronts
- Goleman and Hersey–Blanchard: how sceptical to be
- Ørsted's green shift: its own story against an outside report
- PESTEL is not a checklist: UK mobile-platform regulationapplies PESTLE analysisapplies Five forces
- Walmart in Germany: bought fast, gone after eight and a half years
- Corporate diplomacy: a capability small exporters need too
- Cultural intelligence for leaders: the four CQ capabilitiesapplies Cultural intelligence (CQ)
- Cutting a saturated lever is not retreat, if you check firstapplies Theory of constraints
- Does diversifying M&A create value? Reading three papersapplies Types of M&A by relatedness
- People as capability, not cost: what the public evidence supportsapplies Herzberg's two-factor theory
- Porter's five forces: a worked example for a Vietnamese sneaker brandapplies Five forces
- Weighted scoring with a sensitivity check: pick a market, then change the weightsapplies CAGE distance framework
- Deglobalisation or decoupling: what four studies claim and measure
- The state is back: state capitalism and private firms
Entrepreneurship & innovation
36 frameworks · 33 cases · 9 articles
Framework · 36
- Foreign market entry modesprerequisite Dunning's eclectic (OLI) paradigmrelated Post-acquisition integration stylesrelated Uppsala modelrelated Integration–responsiveness grid+17
- SWOT analysisprerequisite PESTLE analysisleads to Suitability, acceptability, feasibilityleads to TOWS matrixrelated Five forces+6
- Uppsala model
- Dunning's eclectic (OLI) paradigm
- Three scales of innovation
- Six recurring-revenue models
- Types of innovation
- Mitigating vs organisational strategies for platforms
- Schools of social enterprise
- Four-part feasibility analysis (Barringer and Ireland)
- Iceberg model
- Platform business modelrelated Business Model Canvasexample Airbnb (USA)example Gojek (Indonesia)applies Platforms and the chicken-and-egg problem: which side first?+1
Show all 36
- Selecting a market with PESTEL
- Three forces behind subscription growth
- Three forms of social action
- Triple liability of young international firms
- Five theoretical lenses on family firmsrelated Strong and weak tiesapplies Family firms: socioemotional wealth and successionexample Frescobaldi (Italy)example Seibu Group (Japan)
- Profiting from innovationrelated VRIO frameworkexample Huawei and HarmonyOSrelated Core competenceapplies Capturing value from innovation: Teece's three questions for founders
- Strong and weak ties
- Three elements of social innovationrelated Iceberg modelapplies The problem keeps coming back: the iceberg, Lammsbräu and Shonaquipexample Neumarkter Lammsbräu (Germany)example SEKEM (Egypt)
- Three roles of social capitalprerequisite Strong and weak tiesrelated Network theory of internationalisationexample Trung Nguyên Legend (Vietnam)related Mapping your personal network
- Transaction cost economics
- Four elements of an international new venture
- Map of six intellectual property rights
- Network theory of internationalisation
- Seven principles of social business (Grameen)
- Business plan outline (Barringer and Ireland)
- Causation and effectuationrelated Discovery and creation of opportunitiesrelated Dynamic capabilities
- Mapping your personal networkrelated Three roles of social capitalexample Trung Nguyên Legend (Vietnam)
- TOE-I framework
- Barringer/Ireland business model templaterelated Business Model Canvas
- Discovery and creation of opportunitiesrelated Causation and effectuation
- Dynamic capabilitiesrelated Causation and effectuation
- Open innovationrelated Seven-stage innovation process
- Seven-stage innovation processrelated Open innovation
- Vibe coding versus no-code
Case · 33
- Shonaquip / ShonaquipSE (South Africa)example Foreign market entry modesexample Uppsala modelexample Three scales of innovationexample Types of innovation+3
- Huawei Technologies Thailand, third data centre (announced November 2020)
- Huawei, Cairo OpenLab (2017)
- Tesla, Shanghai factory
- Uber and driver economics
- Gojek (Indonesia)
- Grameen Bank (Bangladesh)
- Keurig Green Mountain (USA)
- Netflix and Blockbuster (USA)
- Neumarkter Lammsbräu (Germany)
- Ooni (UK)
- Starbucks, Australia withdrawal
Show all 33
- Tesco's exit from the US (Fresh & Easy)
- Trung Nguyên Legend (Vietnam)example Strong and weak tiesexample Three roles of social capitalexample Mapping your personal network
- Walmart (USA, Germany)
- Birchbox: from monthly beauty-sample subscription to the 2023 asset sale
- Dialogue Social Enterprise (Germany)example Iceberg modelexample Three forms of social action
- Embrace (India)
- Frescobaldi (Italy)
- JD Sports: expanding into the US through Finish Line (2018) and Hibbett (2024)example Foreign market entry modesexample Post-acquisition integration styles
- Rent the Runway: the 2021 IPO and subscribers after the pandemic
- SEKEM (Egypt)example Schools of social enterpriseexample Three elements of social innovation
- TOMS (USA)
- Uber v Aslam: UK Supreme Court on driver worker status (2021)
- Calendly (USA)example Three scales of innovation
- Eva: ride-hailing app run by a solidarity cooperative in Quebec
- Friendship Bench (Zimbabwe)example Types of innovation
- Intuitive Surgical: the da Vinci system from FDA clearance in 2000 to recurring revenue in 2025example Six recurring-revenue models
- Netflix: splitting DVD and streaming, then cancelling Qwikster (2011)example Six recurring-revenue models
- RUR Greenlife (India)example Three scales of innovation
- Seibu Group (Japan)
- Tesco Homeplus (South Korea)example Foreign market entry modes
- The Coca-Cola Company (USA)
Article · 9
- Innovation is not invention: three tests for the word "breakthrough"applies Three scales of innovationapplies Types of innovationapplies Rolls-Royce (UK)applies Netflix and Blockbuster (USA)+1
- Social enterprise: three schools and Grameen's seven principlesapplies Schools of social enterpriseapplies Three forms of social actionapplies Grameen Bank (Bangladesh)applies Seven principles of social business (Grameen)+1
- The Business Model Canvas, drawn for AirAsia and Airbnbapplies Business Model Canvasapplies Generic strategiesapplies Airbnb (USA)applies AirAsia: the 2001 RM1 takeover and low-cost model (Malaysia)
- The problem keeps coming back: the iceberg, Lammsbräu and Shonaquipapplies Shonaquip / ShonaquipSE (South Africa)applies Iceberg modelapplies Three elements of social innovationapplies Neumarkter Lammsbräu (Germany)
- Charging per running hour, not per machine: a Rolls-Royce lesson for small firms
- Feasibility before the business plan: four gates, one idea
- Platforms and the chicken-and-egg problem: which side first?
- Capturing value from innovation: Teece's three questions for foundersapplies VRIO frameworkapplies Profiting from innovation
- Keurig Kold withdrawn: what the public record can and cannot show
Marketing & sales
21 frameworks · 8 cases · 8 articles
Framework · 21
- Marketing mix (4Ps)prerequisite STP: segmentation, targeting, positioningrelated Triple bottom lineexample Green SMexample Mekong Smile+5
- Personalisation versus customisation: two five-stage processesrelated Data-driven marketing loopexample Burberryrelated Descriptive, predictive and prescriptive analyticsexample Coca-Cola+5
- STP: segmentation, targeting, positioningleads to Marketing mix (4Ps)example Green SMrelated Marketing plan: seven componentsexample Biti's Hunter: reaching young buyers through two music videos (2016)+4
- Omnichannel customer journeyrelated Customer journey mapped to data signalsexample Burberryrelated Consumer decision-making processexample Zara (Inditex)+2
- Four drivers of viral video
- Marketing plan: seven componentsrelated STP: segmentation, targeting, positioningexample Green SMrelated Sales KPI scorecardrelated Stage-gated marketing budget
- Sales KPI scorecardrelated Six recurring-revenue modelsrelated Marketing plan: seven componentsrelated Stage-gated marketing budgetrelated The sales cycle
- Consumer decision-making process
- Entrepreneurial vs traditional marketing
- SHIFT framework for sustainable consumer behaviourrelated Triple bottom lineexample Mekong Smileapplies Sustainable marketing is not CSR: from promise to proof
- Stage-gated marketing budget
- The sales cycle
Show all 21
- Brand advocacy ladderexample Coca-Colarelated Influencer tiers
- Eight digital marketing strategies
- Five pricing strategies
- Influencer tiersrelated Four drivers of viral videorelated Brand advocacy ladder
- Three drivers of change in marketing and sales
- Hierarchy of effects (AIDA extended)
- Sale closing techniquesprerequisite The sales cycle
- Six steps to build a viral video campaignrelated Four drivers of viral video
- AI in customer relationship management (AI-CRM)
Case · 8
- Green SMexample Marketing mix (4Ps)example STP: segmentation, targeting, positioningapplies Dunning's OLI: invest abroad or export?example Marketing plan: seven components+2
- Coca-Cola
- Mekong Smile
- Biti's Hunter: reaching young buyers through two music videos (2016)
- Zara (Inditex)example Data-driven marketing loopexample Omnichannel customer journeyapplies Omnichannel starts with one stock number
- Burger King: the Whopper Detour campaign (2018)
- Teslaexample Marketing mix (4Ps)example The sales cycle
- Omnichannel coupons at a Chinese department store (HBR, 2016)example Omnichannel customer journey
Article · 8
- Personalisation or customisation: who holds the controls?applies Personalisation versus customisation: two five-stage processesapplies Coca-Colaapplies Netflix
- Recurring revenue and the problem of customers who leaveapplies Six recurring-revenue modelsapplies Three forces behind subscription growthapplies Starbucks
- Ansoff matrix: four growth paths and why diversification costs mostapplies Ansoff matrixapplies Disney's serial acquisitions
- Five pricing strategies: a choosing table for a small firm's launchapplies Marketing mix (4Ps)applies Five pricing strategies
- STP for a new market: choose the customer first, then the promiseapplies STP: segmentation, targeting, positioningapplies Green SM
- Whopper Detour through Berger and Milkman: what fits, what doesn't
- Omnichannel starts with one stock numberapplies Zara (Inditex)
- Influencer tiers are a convention, not a law
Corporate finance
28 frameworks · 7 cases · 16 articles
Framework · 28
- Capital structure theoriesprerequisite The three core finance decisionsrelated Capital budgeting techniquesexample Apple's capital return programmerelated Agency theory versus stewardship theory+3
- Rolling forecast cycle
- The three core finance decisionsleads to Capital structure theoriesleads to Capital budgeting techniquesleads to Dividend policy theoriesrelated Working capital and the cash conversion cycle+2
- Capital budgeting techniquesprerequisite The three core finance decisionsrelated Capital structure theoriesexample Starbucks and forecasting through COVID-19example Unilever's Climate & Nature Fund+1
- Modern portfolio theory and the efficient frontierleads to Capital asset pricing model (CAPM)example Norway's Government Pension Fund Globalrelated Three approaches to ESG investingrelated Efficient market hypothesis+1
- Working capital and the cash conversion cycle
- Capital asset pricing model (CAPM)
- Dividend policy theories
- Four responsible-investment strategies
- How the three statements connect
- Sources of finance for new ventures
- Five families of financial ratiosprerequisite How the three statements connectleads to DuPont decomposition of ROErelated Working capital and the cash conversion cycle
Show all 28
- Four types of crowdfunding
- From CAPM to multi-factor models
- Structure of the finance function
- Three approaches to ESG investing
- Efficient market hypothesis
- Pecking order theory
- Risk-adjusted performance measuresprerequisite Capital asset pricing model (CAPM)related The investment management cycle
- The investment management cycle
- DuPont decomposition of ROEprerequisite Five families of financial ratios
- Flow of funds in the financial systemrelated The fintech ecosystem
- Four ways to treat a riskprerequisite Risk management process
- Percent-of-sales pro forma forecastingrelated Rolling forecast cycle
- The eight-step accounting cycleleads to How the three statements connect
- Working capital financing strategies
- Finance tasks suited to AI automation
- Types of budget
Case · 7
- Apple's capital return programme
- Norway's Government Pension Fund Global
- DWS (asset-management arm of Deutsche Bank)
- Tesco: dividends and capital allocation
- Unilever's Climate & Nature Fund
- Beyond Meat: the 2019 IPO and the 2025 debt exchangeexample Capital structure theoriesexample Sources of finance for new ventures
- Jolla (Finland)example Sources of finance for new venturesexample Four types of crowdfunding
Article · 16
- Dividends or buybacks: what Lintner, Apple and Tesco showapplies Apple's capital return programmeapplies Dividend policy theoriesapplies Tesco: dividends and capital allocation
- A funding map for a new venture: what each source costs youapplies Sources of finance for new venturesapplies Four types of crowdfunding
- Borrow or sell equity? Four capital-structure theories for SME ownersapplies Capital structure theoriesapplies Pecking order theory
- Is CAPM dead? Beta, multi-factor models and what to keep
- Portfolio rebalancing: the tolerance band at Norway's pension fund
- Profitable yet out of cash: the cash conversion cycle for SME owners
- Unilever and ice cream: the BCG matrix as a capital tool, not a verdict
- Does Unilever's €1bn climate fund lower its cost of capital?applies Unilever's Climate & Nature Fund
- Fintech for an SME finance lead: the risks segment by segment, and what to check before signingapplies The fintech ecosystem
- Four kinds of responsible investing, and what DWS tells a buyer
- Internal capital markets: does a group allocate its own cash well?applies BCG growth–share matrix
- Leaving a market: what Target Canada and Uber show about fixed costsapplies Generic strategies
Show all 16
Supply chain & operations
26 frameworks · 5 cases · 14 articles
Framework · 26
- Workflows versus agentsrelated Five things to specify for an agentrelated Three waves: prompt, context, harnessrelated Five LLM workflow patternsrelated Six AI use-case primitives+4
- Four causes of the bullwhip effect
- The SPA closed loop (Uniqlo)
- Five LLM workflow patternsrelated Five things to specify for an agentrelated Workflows versus agentsapplies Workflow or agent? Climb one rung at a timeexample Intuit GenOS+1
- Lean versus agile supply chains
- Efficiency versus resilience lens
- Supplier relationship continuum
- Supplier selection and total-cost rating
- Aggregate planning strategies
- Economic order quantity (EOQ)
- Five groups of location criteria
- Four guidelines where institutions are weak
Show all 26
- Location funnel: from strategy to site
- Planning sequence: aggregate plan, MPS, MRP, scheduling
- Six supply chain drivers
- Direct shipping or distributor warehouse
- Reorder point and safety stock
- The Cs of supplier evaluation
- Toyota Production System: four pillars
- Buyer–supplier power matrixrelated Supplier relationship continuum
- Customer-order decoupling pointrelated Lean versus agile supply chains
- Green supply chain framework
- MRP logic: gross requirements to order releases
- The purchasing process
- Theory of constraints
- Trigger–action automation scenariorelated Workflows versus agents
Case · 5
- Uniqlo (Fast Retailing) and the SPA modelexample Strategic fit matrix (efficiency vs responsiveness)example Four causes of the bullwhip effectexample Make-or-buy decisionexample The SPA closed loop (Uniqlo)+3
- Meat processing outbreaks in 2020
- Nike: contract-factory footprint by country, fiscal 2015 to fiscal 2026
- H&M and the sustainability gap in Bangladeshexample Green supply chain framework
- Toyota: the Toyota Production System
Article · 14
- Uniqlo beside Zara: which supply chain fits which product?
- Choosing a plant or warehouse site: five criteria and a break-even
- Choosing suppliers: the seven Cs and total cost, not lowest price
- Uniqlo owns no factories: how does it control quality?applies Uniqlo (Fast Retailing) and the SPA modelapplies Make-or-buy decisionapplies The SPA closed loop (Uniqlo)
- Aggregate planning: overtime, temps or subcontracting?
- Are small, local supply chains more resilient? The 2020 meat plants
- Efficient or responsive? Match the supply chain to each product
- EOQ in ten minutes: the formula, its limits and when to drop itapplies Economic order quantity (EOQ)applies Reorder point and safety stock
- Hau Lee's Triple-A supply chain, read for exporters
- Norsk Hydro's cyber-attack: running by hand, telling the truth daily
- Digital transformation in fashion: what two research reviews count, and what they miss
- Postponement for seasonal goods: when it pays and when it does not
Data & analytics
23 frameworks · 13 cases · 16 articles
Framework · 23
- Choosing a forecasting method
- Data-driven marketing loop
- Where numbers go wrong
- Customer journey mapped to data signalsrelated Data-driven marketing looprelated Omnichannel customer journeyexample Burberryapplies Burberry: can technology tailor a turnaround?+2
- Descriptive, predictive and prescriptive analyticsrelated Data-driven marketing looprelated Personalisation versus customisation: two five-stage processesexample Burberryexample Netflix+1
- Macro-to-micro causal chain
- Chart critique and redesign
- Components of a time series
- Data-driven decision cyclerelated Where numbers go wrongexample Netflixapplies A data-driven decision loop for small businessesrelated Theory of change and logic model
- Chart critique checklist
- Checklist of forecasting biases
- Five-step forecasting process
Show all 23
- Privacy as a public-good dilemma
- Algorithmic fairness metrics
- Five qualities of a good visualisation
- Seasonal-index and trend forecasting
- Simple linear regression workflow
- Theory of change and logic model
- Choosing a statistical testrelated Four steps of hypothesis testing
- Delphi methodrelated Choosing a forecasting method
- Four steps of hypothesis testingrelated Choosing a statistical test
- Qualitative versus quantitative forecastingrelated Five-step forecasting process
- Storytelling with data, six stepsrelated Chart critique checklist
Case · 13
- Starbucks and forecasting through COVID-19example Scenario planningexample Choosing a forecasting methodexample Rolling forecast cycleexample Capital budgeting techniques+2
- Burberry
- Netflix
- Starbucks
- Chart critique: the Women in the Workplace 2024 report
- McKinsey & Company: Delivering through Diversity (2018)
- McKinsey and LeanIn.Org: Women in the Workplace 2024
- Netflix
- Amazon
- Facebook and Cambridge Analytica: ICO and FTC penalties
- Colgate-Palmolive (UK)example Where numbers go wrong
- University of California, Berkeley: 1973 admissionsexample Where numbers go wrong
Article · 16
- When history fails: how Starbucks forecast through COVIDapplies Scenario planningapplies Choosing a forecasting methodapplies Rolling forecast cycleapplies Starbucks and forecasting through COVID-19
- Burberry: can technology tailor a turnaround?
- Five questions to ask before you trust a chart, tried on a real report
- From GDP to a small firm's margin
- Seasonal sales forecasting in Excel, scored with MAPEapplies Choosing a forecasting methodapplies Rolling forecast cycleapplies Seasonal-index and trend forecasting
- A data-driven decision loop for small businessesapplies Data-driven decision cycleapplies Theory of change and logic model
- Forecasting demand: when to ask experts, when to build a modelapplies Components of a time seriesapplies Five-step forecasting process
- Forecasting from Vietnam's CPI series: step by step on real dataapplies Choosing a forecasting methodapplies Components of a time series
- Did the martech tool earn its fee? A four-line test-and-learn ruleapplies Data-driven marketing loop
- Netflix: data or gut? Reading the two original papersapplies Netflix
- Simple regression in Excel without fooling yourself
- The bullwhip effect: why orders swing harder than sales
Show all 16
- What a macro analyst needs: a competency map from public sourcesapplies Macro-to-micro causal chain
- What does "2.7 times more likely" really mean?
- Why project estimates run optimistic, and the reference-class fixapplies Checklist of forecasting biases
- How much does AI raise productivity? Read three studies closely first
Change management
40 frameworks · 12 cases · 14 articles
Framework · 40
- Kotter's eight-step change modelrelated Lewin's three-step modelrelated Theory E and Theory O of changerelated Situational leadership (Hersey–Blanchard)related ADKAR model+15
- Schein's three levels of cultureexample Admiral Grouprelated Cultural webrelated Burnes' five determinants of successful changerelated Handy's four organisational cultures+4
- Lewin's three-step modelrelated Kotter's eight-step change modelrelated Theory E and Theory O of changerelated ADKAR modelapplies ADKAR, Kotter or Lewin: which change model for which job?+3
- Theory E and Theory O of changerelated Kotter's eight-step change modelrelated Lewin's three-step modelexample ASDA and Scott Paperapplies Does 70% of change really fail? Tracing the claim+3
- ADKAR modelrelated Kotter's eight-step change modelrelated Lewin's three-step modelrelated McKinsey 7-S modelapplies ADKAR, Kotter or Lewin: which change model for which job?+1
- Kanter's ten reasons people resist changerelated Four theories of resistance to changeexample Amazon (UK)example Ford (UK and Europe)applies Resistance is not the enemy: four theories of why staff push back+1
- McKinsey 7-S modelrelated ADKAR modelapplies ADKAR, Kotter or Lewin: which change model for which job?related Scale–modify–stop gate for AI adoptionrelated Change Kaleidoscope+1
- Cultural web
- Four theories of resistance to change
- GE change acceleration model
- High-reliability organising (five processes)
- Three levels of EDI intervention
Show all 40
- Burnes' five determinants of successful changerelated Schein's three levels of culturerelated Cultural webrelated Three-phase evaluation of change
- Carnall's four approaches to implementing change
- Change Kaleidoscoperelated McKinsey 7-S modelrelated Incremental, punctuated and continuous changeexample NHS (England)
- GLOBE's nine cultural dimensions
- Handy's four organisational culturesrelated Schein's three levels of cultureexample Admiral Grouprelated Deal and Kennedy's four cultures
- Herzberg's two-factor theory
- Jick's ten steps for implementing change
- Mento et al. twelve-step change process
- Six approaches to dealing with resistance to changeprerequisite Four theories of resistance to changeexample Ford (UK and Europe)example Crown Prince Court (Abu Dhabi)
- Hofstede's six cultural dimensions
- Incremental, punctuated and continuous changerelated Lewin's three-step modelrelated Change Kaleidoscope
- Input-process-outcome team model
- Kübler-Ross change curverelated Four theories of resistance to changerelated Coping cycle
- Six steps to culture change
- Three-phase evaluation of change
- Tuckman's team development stages
- Burnes' choice management–change management modelrelated Kotter's eight-step change model
- Carnall and By's change architecture pyramid
- Change champion roles
- Change equationrelated Kotter's eight-step change model
- Coping cyclerelated Kübler-Ross change curve
- Deal and Kennedy's four cultures
- Maslow's hierarchy of needscomplements Herzberg's two-factor theory
- Meyer's culture maprelated GLOBE's nine cultural dimensions
- Nine principles for changing public sector organisationsrelated Kotter's eight-step change model
- Nudge-based change in seven stepsrelated Kotter's eight-step change model
- Oakland and Tanner's organisational change frameworkrelated Kotter's eight-step change model
- Double-loop learning
Case · 12
- Admiral Group
- Amazon (UK)
- ASDA and Scott Paper
- Ford (UK and Europe)
- NHS (England)example Kotter's eight-step change modelexample Change Kaleidoscope
- Satya Nadella and the growth-mindset culture at Microsoftexample Schein's three levels of cultureexample Six steps to culture change
- Unileverexample Kotter's eight-step change modelexample Theory E and Theory O of change
- A UK NHS ambulance service: unintended consequences of a culture change programmeexample Schein's three levels of culture
- Best Western Italyexample McKinsey 7-S model
- Crown Prince Court (Abu Dhabi)
- Jack Welch at General Electric (1981–2001)example GE change acceleration model
- Norsk Hydro cyberattack 2019
Article · 14
- ADKAR, Kotter or Lewin: which change model for which job?applies Kotter's eight-step change modelapplies Lewin's three-step modelapplies ADKAR modelapplies McKinsey 7-S model
- Schein's three levels of culture, with workplace examples
- Did Lewin really create the three-step model? What his 1947 paper saysapplies Kotter's eight-step change modelapplies Lewin's three-step model
- Does 70% of change really fail? Tracing the claimapplies Theory E and Theory O of changeapplies ASDA and Scott Paper
- Evaluating change before, during and after
- Hofstede and GLOBE scores for Vietnam: hypotheses, not answers
- Multicultural teams: task debate is not relationship conflict
- Resistance is not the enemy: four theories of why staff push back
- Theory E and Theory O: shareholder value or organisational capability?applies Theory E and Theory O of changeapplies ASDA and Scott Paper
- Change champions: three roles and how to choose people in a small firmapplies Change champion roles
- Kanter's ten reasons people resist change, and what to say to each
- Kotter in a twenty-person firm: how much of the eight steps survives?applies Kotter's eight-step change model
Ethics & corporate governance
26 frameworks · 18 cases · 30 articles
Framework · 26
- Market Failures Approach (MFA)
- Shareholder, stakeholder and market-failures viewsrelated Market Failures Approach (MFA)related Carroll's CSR pyramidrelated Evidence check for 'doing good pays' claimsrelated Stakeholder theory+5
- Triple bottom linerelated Marketing mix (4Ps)related Four responsible-investment strategiesexample Mekong Smilerelated SHIFT framework for sustainable consumer behaviour+4
- Conditional SDG alignment
- COSO internal control framework
- Exploitation and valid-consent test
- Three types of discriminationrelated Four layers of algorithmic biasrelated Structural injusticerelated Three levels of EDI interventionexample Cambodia's garment sector (2015 report)+2
- Carroll's CSR pyramid
- Evidence check for 'doing good pays' claims
- Four ethical lenses
- Justice as fairnessrelated Four layers of algorithmic biasrelated Four ethical lensesapplies CEO pay at 290 times a typical worker: a ratio is not a verdictrelated Structural injustice+1
- Preventive, detective and corrective controls
Show all 26
- Stakeholder theory
- Structural injustice
- UN Global Compact ten principles
- Agency theory versus stewardship theory
- Four arguments for high pay, tested
- Institutional test of executive pay
- Justice failure
- Three values of democracy
- Development as freedom
- Risk management processleads to Four ways to treat a riskrelated COSO internal control framework
- The five steps of the SDG Compassrelated Conditional SDG alignmentrelated UN Global Compact ten principles
- Four kinds of ethical dilemmarelated Market Failures Approach (MFA)
- NIST AI risk management framework
- Explicit and implicit CSR: the United States and Europe
Case · 18
- Walmart, FCPA investigations
- BlackRock: 'Purpose & Profit' letter to CEOs (2019)
- Lehman Brothers and the wider US financial system, 2007–09
- Macy's hidden delivery expenses
- Nike: labour-standards controversy and later reforms
- The £1.1 million fraud at Aberdeen City Council
- Volkswagen: emissions defeat device (2015–2017)
- BP: Deepwater Horizon disaster (2010)
- Cambodia's garment sector (2015 report)example Exploitation and valid-consent testexample Three types of discrimination
- Grameen Bank
- Mondragon: Spanish cooperative and its pay-ratio ceiling
- Parental-leave policy across EU countriesexample Three types of discriminationexample Three levels of EDI intervention
Show all 18
- Patagonia: ownership passes to the Purpose Trust and Holdfast Collective (2022)
- Unilever, climate transition plan (updated 2024)example Conditional SDG alignmentexample Stakeholder theory
- Apple, Environmental Progress Report 2025example Conditional SDG alignment
- Goldman Sachs and the Malaysian state fund 1MDBexample Market Failures Approach (MFA)
- Hungarian paprika adulteration with red lead, 1994example Market Failures Approach (MFA)
- Samsung Electronics: net-zero targets in the Sustainability Report 2025example Conditional SDG alignment
Article · 30
- CEO pay at 290 times a typical worker: a ratio is not a verdict
- Gig platforms: efficient or unfair? Reading the Uber driver data
- $151m of costs hidden at Macy's: one person, bypassed controls
- Misleading advertising breaks markets, not only ethicsapplies Market Failures Approach (MFA)applies Four ethical lensesapplies Volkswagen: emissions defeat device (2015–2017)
- Monitoring staff with data: five conditions before you deploy
- Sustainable marketing is not CSR: from promise to proofapplies Triple bottom lineapplies Mekong Smileapplies SHIFT framework for sustainable consumer behaviour
- The £1.1 million fraud: where internal control broke
- The bribery red line: a rule the owner sets before anyone is askedapplies Carroll's CSR pyramidapplies UN Global Compact ten principlesapplies Walmart, FCPA investigations
- When is profit justified? A market failures test on 2008 and DWS
- “I consent” is not enough: privacy as a public good
- A factory where institutions are weak: what do you owe beyond the law?
- Agent or steward: what is a company's CFO actually for?
Show all 30
- Carbon negative by 2030, emissions up 25%: reading Microsoft's report
- Democracy and business: Sen's three values of democracyapplies Three values of democracyapplies Development as freedom
- Diversity and profit: what McKinsey's 21% does and does not show
- Diversity data: what self-reported figures can and cannot tell you
- Does doing good pay? Four questions to ask before you believe it
- EDI is not a diversity KPI: three types, three levels of responseapplies Three types of discriminationapplies Three levels of EDI intervention
- Family firms: socioemotional wealth and successionapplies Five theoretical lenses on family firmsapplies Frescobaldi (Italy)
- The eight tasks of a sustainability officer, and a self-check for SMEs
- When SDGs truly travel with strategy: five conditions to checkapplies Conditional SDG alignmentapplies Carroll's CSR pyramid
- Cheap garment factories: keep or cut, and who decides?
- Intellectual property abroad: which of the six UK rights arise on their own?
- Layoffs and the psychological contract: reading Unilever and Fordapplies Theory E and Theory O of change
- Shareholders or stakeholders: three answers for managers
- Structural injustice: why treating everyone the same is not enoughapplies Structural injustice
- The 360-degree customer view: where GDPR draws the line
- The three Ps of sustainability: what to measure beyond profitapplies Triple bottom line
- Do not generalise “Asian values”: three readings on East–West ethics
- Multinationals and unequal opportunities: what the evidence shows
AI for leaders
32 frameworks · 12 cases · 14 articles
Framework · 32
- The five-rung verification ladderrelated Three failure modes of generative AIrelated The AI delegate matrixexample Mata v. Aviancaexample Moffatt v. Air Canada+7
- The five-part context bundlerelated Five things to specify for an agentrelated Three waves: prompt, context, harnessrelated Four probes against AI sycophancyrelated Minimum viable judgement+6
- Five things to specify for an agentrelated The five-part context bundlerelated Workflows versus agentsrelated Three waves: prompt, context, harnessrelated Five LLM workflow patterns+5
- Institutionalist approach to AI governance
- Three failure modes of generative AIrelated The five-rung verification ladderexample Mata v. Aviancaexample Moffatt v. Air Canadarelated Four probes against AI sycophancy+5
- Four layers of algorithmic bias
- The AI delegate matrixrelated The five-rung verification ladderexample Mata v. Aviancaexample Moffatt v. Air Canadarelated Minimum viable judgement+3
- Three waves: prompt, context, harnessrelated The five-part context bundlerelated Five things to specify for an agentrelated Workflows versus agentsexample OpenAI Codex harness experiment+3
- Choosing a prompt frameworkrelated CREATErelated Nine tips for briefing AIrelated PAIN (Problem–Action–Information–Next steps)related RODES+1
- Five conditions for workplace analytics
- Four probes against AI sycophancy
- Four risk-shifting mechanisms in AI-driven management
Show all 32
- Minimum viable judgementrelated The five-rung verification ladderrelated The five-part context bundlerelated The AI delegate matrixexample Moffatt v. Air Canada+1
- Human-in-the-loop at two levelsrelated The five-rung verification ladderexample OpenAI Codex harness experimentrelated Prompt chain with per-step checksrelated Types and levels of automation
- Scale–modify–stop gate for AI adoptionrelated Kotter's eight-step change modelrelated ADKAR modelrelated McKinsey 7-S modelapplies Evaluating change before, during and after
- Six AI use-case primitivesrelated Workflows versus agentsrelated The AI delegate matrixapplies The AI hype cycle: pick use cases by phase, measure real metricsrelated The hype cycle
- Six alignment targets
- The reason–act–observe loop
- Three methods for fair AI principles
- CREATErelated The five-part context bundlerelated Choosing a prompt framework
- Nine tips for briefing AIrelated The five-part context bundlerelated Choosing a prompt framework
- Prompt chain with per-step checksrelated Five LLM workflow patternsrelated Human-in-the-loop at two levels
- Retrieval-augmented, source-grounded answering
- The fintech ecosystem
- Types and levels of automationrelated The AI delegate matrixrelated Human-in-the-loop at two levels
- Zero-shot versus few-shot promptingrelated The five-part context bundlerelated Chain-of-thought prompting
- Chain-of-thought prompting
- PAIN (Problem–Action–Information–Next steps)related Choosing a prompt framework
- RODESrelated Choosing a prompt framework
- RTF (Role–Task–Format)related Choosing a prompt framework
- AI in HR management: three activities, four strategic themes
- Predictive versus generative AI
Case · 12
- Mata v. Avianca
- Moffatt v. Air Canadaexample The five-rung verification ladderexample Three failure modes of generative AIexample The AI delegate matrixexample Minimum viable judgement+2
- OpenAI Codex harness experimentexample The five-part context bundleexample Five things to specify for an agentexample Three waves: prompt, context, harnessexample Human-in-the-loop at two levels+1
- The Chevrolet Watsonville dealership chatbot
- EU Ethics Guidelines for Trustworthy AI (2019)
- Facebook emotional contagion experiment (2014)
- Facebook in Myanmar (independent assessment, 2018)
- Amazon: experimental CV-screening tool (2015–2018)
- Artists v. Stability AI and others
- Bletchley Park AI Safety Summit (1–2 November 2023)
- Humanyze: sensor badges at work
- Intuit GenOSexample Three waves: prompt, context, harnessexample Five LLM workflow patterns
Article · 14
- AI governance: self-regulate or wait for the law?
- Hallucination, sycophancy and recency lag: three AI errors to catchapplies Three failure modes of generative AIapplies Mata v. Aviancaapplies Four probes against AI sycophancyapplies The Chevrolet Watsonville dealership chatbot
- The five-rung ladder: check an AI draft before you signapplies The five-rung verification ladderapplies Three failure modes of generative AIapplies Mata v. Aviancaapplies Moffatt v. Air Canada
- Which tasks should you give AI? A stake-and-ambiguity matrixapplies The five-rung verification ladderapplies The five-part context bundleapplies The AI delegate matrixapplies Minimum viable judgement
- Four layers of bias in hiring algorithms: why dropping gender fails
- Prompt, context, harness: three waves of working with AIapplies The five-part context bundleapplies Three waves: prompt, context, harnessapplies OpenAI Codex harness experiment
- The one-dollar Chevrolet chatbot: what it teaches about guardrails
- Workflow or agent? Climb one rung at a timeapplies Workflows versus agentsapplies Five LLM workflow patternsapplies The reason–act–observe loop
- Five things to specify before you build an AI agentapplies Five things to specify for an agentapplies Workflows versus agents
- Lawyers, ChatGPT and the cases that never existedapplies The five-rung verification ladderapplies Mata v. Avianca
- The AI hype cycle: pick use cases by phase, measure real metricsapplies Six AI use-case primitivesapplies The hype cycle
- When an airline's chatbot gave wrong advice, the airline paidapplies Three failure modes of generative AIapplies Moffatt v. Air Canada
Business consulting
5 frameworks · 2 cases · 2 articles
Framework · 5
- Business Model Canvasrelated Types of innovationrelated Platform business modelexample Airbnb (USA)applies From problem statement to issue tree: a consulting project toolkit+9
- The consulting problem statement worksheetleads to Issue treerelated Business Model Canvasapplies From problem statement to issue tree: a consulting project toolkitrelated Gantt work plan
- Issue tree
- Gantt work plan
- Belbin team roles
Case · 2
Article · 2
The MBA journey
2 frameworks · 0 cases · 2 articles
Scholarship hunting
0 frameworks · 0 cases · 0 articles
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Choosing an MBA
0 frameworks · 0 cases · 0 articles
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