Strategic and Analysis Tools –for planning, decision-making and organisational analysis

SWOT Analysis

Internal look at organisation

PESTLE Analysis

External look at organisation

Context Mapping

Takes a holistic look at the organisation

Porter’s 5 forces

Competitive analysis framework

Business Model Canvas

Visualises key components of a business model

McKinsey 7-S Framework

Aligns the key components of a business

Stakeholder Mapping, influence and communications

Starbursting and Using the Mendalow Framework for influence lines , Stakeholder communications

Vision, Mission, goals and objective setting

The core components of the strategic framework

POTI

A framework used to identify a Target Operating Model blueprint

Problem Identification and Problem Solving tools – uncover the root cause, structure the problem, align stakeholders and provide solutions

5 Whys

Drilling to the root of the problem

Ishiwaka Fishbone

Maps categories of potential causes to identify contributing factors

Process Mapping

Maps out steps in a process to identify where breakdowns or inefficiencies occur

Pareto Chart

Highlights the most significant causes by showing frequency or impact based on 80/20 rule

Root Cause Tree

Traces logical path from a problem to underlying causes

Idea Generation

Sprints / mindmapping / 4 What /

Challenges gaps and theming (CGT) to How can we…

From baselining to developing solutions via key theme areas

What would ……

Looking from other perspectives

Empathy Mapping

Looking from other perspectives

Customer Journey Mapping

A visual story of a customer’s entire experience

Process Mapping

Identifying and addressing key touchpoints to reduce waste and add value to your business

4 What

Moving from insight to action

Prioritisation Tools

Eisenhower Matrix

Categorises tasks by urgency and importance

MoSCoW

Prioritises features or tasks as Must have, Should have, Could have, or Won’t have.

RICE Scoring

Evaluates ideas based on Reach, Impact, Confidence, and Effort

Dot Voting

Reaching consensus by selecting their individual priorities

Desirability, viability, feasibility

Considering recommendations through the lens of these 3 areas

Value v Effort

Plots tasks on grid to identify value and effort priority

Stack ranking

Ranks items in strict order from most to least important

Team Building exercises with meaning – organisation specific only

Area of relevance

SWOT Relay

Strategy

Stakeholder speed mapping

Strategy/ engagement

Stacking chairs

Strategy / planning

Strategic Jenga

Strategy / planning

The plane exercise

Creativity and strategy

Marshmallow Challenge

Collaboration / strategy / creativity

What if scenarios

Lateral thinking