Str

ate

gy a

nd

org

an

isa

tio

n

Fin

an

ce a

nd

gove

rna

nce

Ma

rke

tin

g a

nd

sa

les

Op

era

tio

ns,

su

pp

ly c

hain

ma

na

ge

me

nt

and

Inno

vatio

n a

nd

te

chn

olo

gy

ma

na

ge

me

nt

HR

M,

lead

ers

hip

and

ch

an

ge

When to use

These models help to analyse and plan a company's strategic position and provide answers to strategic

questions.

1 Ansoff’s product/ market grid XThe Ansoff product/ market grid and the Ansoff cube can be used as a framework to identify the directions

and opportunities for corporate growth.

2 The BCG matrix XThe BCG matrix can be used as a strategic tool to identify the profit and growth potential of each business

unit of a company.

3 Competitive analysis: Porter’s five forces XThis model can be used to gain a better understanding of the industry context in which the business is

operating. This model can also be used to evaluate a firm's strategic position in the marketplace.

4 Greiner’s growth model X

Larry Greiner's growth model will help to understand the specific problems that belong to the particular

growth phase the organisation is in , and therefore provides with the possibility to anticipate these

problems in time.

5 Kay’s distinctive capabilities X

Using Kay's framework to identify distinctive capabilities allows to gain better understanding of the

successes and failures in the company's history. It may also help with understanding the value currently

held, as opposed to those that are desirable in order to increase competitiveness.

6 Berenschot 's strategic dialogue XThe strategic dialogue was developed originally as a methodology to overcome generic pitfalls that were

frequently found during strategy formulation.

7 SWOT analysis X

Any company undertaking strategic planning must at some point, assess its strengths and weaknesses.

When combined with an inventory of opportunities and threats within or beyond the company's

environment, the company is making a so-called SWOT analysis

8 The value chain X

Strategic planners and consultants have used Poter's value chain extensively to map out a company's

strengths and shortcomings. When strategic alliances, and merger and acquisition deals are analysed, the

value chain is used frequently to gain a quick overview of a possible match. For example, if one company

is strong in logistics, and the other in sales and service, together they would make an agile, highly

commercial competitor.

9 The value disciplines of Treacy and Wiersema X

Organisations constantly question the needs of their customers, and the true value of what they offer. The

value disciplines model helps to answer these questions. The use of the value disciplines model often

provides new insights, especially when an organisation reflects on its reason for existence and how it

wants to serve its desired customers.

Tactical (design/ organisation) modelsThese models can be used to organise company processes, resources and people. They address

important 'how to' questions.

1 The 7-S framework X

The 7-S framework is an appropriate checklist for defining and analysing the most important elements of

an organisation. The framework enforces the user to work with a high level of discipline, and at the same

time allows for both 'soft' and 'hard' perspective on the organisation. The model can be used to analyse the

present organisation or a future situation, and it may help to identify gaps and inconsistence between

them. The 7-S framework is like a compass, indicating whether all organisational elements are pointing in

the same direction.

Strategic (positioning/ aims) models

Str

ate

gy a

nd

org

an

isa

tio

n

Fin

an

ce a

nd

gove

rna

nce

Ma

rke

tin

g a

nd

sa

les

Op

era

tio

ns,

su

pp

ly c

hain

ma

na

ge

me

nt

and

Inno

vatio

n a

nd

te

chn

olo

gy

ma

na

ge

me

nt

HR

M,

lead

ers

hip

and

ch

an

ge

When to use

2 Beer and Nohria – E and O theories XThe basic question this model tries to answer is, 'should the focus (in change) be on economic

maximisation and efficiency (theory E) or on institutional culture and stability (theory O)?

3 Business process redesign X

Hammer and Champy (1993) define business process redesign (BPR) as the fundamental reconsideration

and radical redesign of organisational processes, in order to achieve drastic improvement of current

performance in cost, quality, service and speed. Value creation for the customer is the leading factor for

process redesign, in which information technology often plays an important role.

4 Competing values of organisational effectiveness X

The competing values framework is a model for judging the effectiveness of organisations (Quinn and

Rohrbaugh, 1983), but it can be used to assess and define supervision and management development

programmes. The study of Quinn and Rohrbaugh was an attempt to gain a better understanding of

organisational effectiveness criteria, which resulted in a multi-dimensional scaling or spatial model with

three dimensions: (i) internal versus external focus of the organisation, (ii) flexibility versus stability of the

organisation, and (iii) process versus goals orientation.

5 Core quadrants X

Every person has certain qualities that truly describe the 'self'. The core quadrants model of Ofman (2001)

can help you to determine, describe and diagnose your core quality. The core quadrants can be used to

find out what your strengths and weaknesses are, as well your pitfalls, challenges and allergies. Once you

are aware of these, you can more easily recognise these characteristics in others as well. Furthermore, it

gives you a better understanding of your reactions to others. When you have a better understanding of

your own core competencies, you can gain greater insight into the rational problems of others and

increased self-awareness.

6 Covey’s seven habits of highly effective people XThe seven habits model is a theory that tries to give an insight into why successful people are successful

in both business and in personal life.

7Curry’s pyramid: customer marketing and relationship

managementX

The customer pyramid paradigm provides a company with a mechanism for segmenting its customer base

and, in so doing, visualising and analysing customer behaviour, loyalty and value within each of those

customer segments. It forces an organisation to segment customers in terms of revenue generation, which

indicates how important a customer is.

8 Henderson and Venkatraman’s strategic alignment model X

The model should be used as a framework to map the relationships between business strategy and IT

strategy, and between operations and IT infrastructure, in situations where IT is very important for realising

the chosen business strategy.

9 Hofstede’s cultural dimensions X

Internationalisation leads to more international clients, partners and suppliers, and may also result in hiring

employees from all around the world. This trend increases the risk of cultural misunderstandings and

failures. Hofstede's cultural dimensions model has been useful in creating awareness of the various

cultural differences that become apparent when a firm starts to operate internationally.

10 House of purchasing and supply X

A. T. Kearney's house of purchasing and supply is an appropriate framework for analysing and modifying

any organisational procurement function to make it more effective. The framework helps to identify

opportunities for improvement, with benchmark data regarding the procurement function, and

consequently stimulates professionalism.

Str

ate

gy a

nd

org

an

isa

tio

n

Fin

an

ce a

nd

gove

rna

nce

Ma

rke

tin

g a

nd

sa

les

Op

era

tio

ns,

su

pp

ly c

hain

ma

na

ge

me

nt

and

Inno

vatio

n a

nd

te

chn

olo

gy

ma

na

ge

me

nt

HR

M,

lead

ers

hip

and

ch

an

ge

When to use

11 Kotler’s 4Ps of marketing X

The marketing mix is a tactical toolkit that an organisation can use as an integral part of its marketing

strategy to realise its corporate strategy. As an organisation can adjust the 'four Ps' categories on a regular

basis, it is able keep pace with the changing needs of customers in a specific market segment, and of

other stakeholders in the marketing environment.

12 Kotter’s eight phases of change X

J. P. Kotter's eight phases of change is a systematic approach to achieving successful, sustainable

change by breaking down the change process into eight phases. Kotter makes a clear distinction between

leading change and managing it. He states that management consists of a set of processes that keeps a

complex system of people and technology running smoothly. Leadership, on the other hand, defines the

future, aligns people with that vision, and inspires them to pursue it.

13 Kraljic’s purchasing model X

Kraljic's model is used to determine distinct purchasing strategies per product (or service) that enable an

organisation to develop different strategies for each of the suppliers, so that each supplier will receive the

appropriate amount of attention. The model enables an organisation to make its purchasing function more

effective and efficient.

14 Lean thinking / just-in-time X

Lean thinking is also known as lean manufacturing, or the Toyota philosophy. Lean focuses on the removal

of waste and inefficiencies, which is defined as anything that is not necessary to produce the product or

service. In lean thinking, inventories are considered to be the root of all evil. High inventories cover up all

the real problems of an organisation and prevent it from becoming more flexible and efficient. If the

inventories are reduced on a structural base, the real problems will become apparent, and then they can

be solved accordingly.

15 MABA analysis X

The MABA analysis is a very powerful model for helping companies to prioritise new opportunities.

Especially in situations where funds or management time are scarce, the model is a great help in decision-

making. It is a model for strategic analysis similar to the BCG matrix.

16 Milkovich’s compensation model X

The compensation model provides a framework for examining current pay systems. It was originally

designed by Milkovich and Newman (2007) in order to examine strategic choices in managing all aspects

of compensation.

17 Mintzberg’s configurations X

The organisational configurations framework of Mintzberg describes six organisational configurations.

These organisational configurations help with understanding what drives decisions and activities in an

organisation.

18 Monczka’s purchasing model X

Monczka's purchasing model (also known as the Michigan State University purchasing model) is a

procurement model used to assess the maturity (i.e. the level of professionalism) of an organisation's

procurement function, and to suggest improvement programmes to enhance development, in the form of a

roadmap. It allows organisations to determine both the present and the desired situation.

19 Quick response manufacturing X

Quick response manufacturing (QRM), was developed by Rayan Suri (1998). QRM means responding to

customers' needs by rapidly designing and manufacturing products tailored to those needs. QRM focuses

on continuously reducing the lead-times of all activities in a company, resulting in improved quality, lower

cost and quick response.

Str

ate

gy a

nd

org

an

isa

tio

n

Fin

an

ce a

nd

gove

rna

nce

Ma

rke

tin

g a

nd

sa

les

Op

era

tio

ns,

su

pp

ly c

hain

ma

na

ge

me

nt

and

Inno

vatio

n a

nd

te

chn

olo

gy

ma

na

ge

me

nt

HR

M,

lead

ers

hip

and

ch

an

ge

When to use

20 Senge – The fifth discipline X

The fifth disciplines is a model that can be used to create a learning organisation. That is, an organisation

where people continually expand their capacity to create the results they truly desire, and where new and

expansive patterns of thinking are nurtured; where collective aspiration is set free, and where people are

continually learning to see the whole together.

21 The theory of constraints X

Every system has constraints that prevent a firm from fulfilling its ultimate goal: making money. The theory

of constraints states that by removing the largest constraint (the bottleneck), the output of the entire

system will be increased. Searching for and determining constraints is one of the key elements of the

theory of constraints.

22 Vendor managed inventory X

Vendor managed inventory (VMI) is a means to optimise supply chain performance in which the supplier is

responsible for maintaining the retailer's inventory levels. Since the implementation of VMI at Wal-Mart and

Procter & Gamble, it has become increasingly popular in various industries, and has gained the attention

of firms such as Kmart, Dillard Department Stores, JCPenney, Campbell Soup, Johnson & Johnson and

Barilla.

Operational (implementation/ execution) models

These models help to change organisations and implement best practices. In addition, this category

covers models that help to optimise operational processes and activities. They address the 'who, what,

when' questions when analysing and implementing excellent organisations.

1 The balanced scorecard (BSC) X

The balanced scorecard (BSC) was developed by Kaplan and Norton in 1992. The BSC measures a

company's performance across four perspectives: financial; internal business process; learning and

growth; and customers.

2 Belbin’s team roles X

An assessment as Belbin's team roles encourage individuals to take a closer look at their own strengths

and weaknesses, those of the other team members, and their co-operation. These can then be exploited

or corrected as necessary, resulting ultimately in a more flexible, complementary, and stronger team.

Above is a re-write from the book 'Key Management Models' of Marcel van Assen, Gerben van den Berg & Paul Pietersma.