About the authors

Publisher's acknowledgements

Preface

Using the book

Part 1 Strategic models

1 Ansoff's product / market grid

2 The BCG matrix

3 Blue ocean strategy

4 Competitive analysis: Porter's five forces

5 Core competencies

6 Greiner's growth model

7 Kay's distinctive capabilities

8 Market-driven organisation

9 Off-shoring / outsourcing

10 Road-mapping

11 Scenario planning

12 Strategic dialogue

13 Strategic HRM model

14 Strategic human capital planning

15 SWOT analysis

16 The value chain

17 Value-based management

18 The value disciplines of Treacy and Wiersema

Part 2 Tactical models

19 The 7-S framework

20 Activity-based costing

21 Beer and Nohria E and O theories

22 Benchmarking

23 Business process redesign

24 Competing values of organisational effectiveness

25 Core quadrants

26 Covey's seven habits of highly effective people

27 Curry's pyramid: customer marketing and relationship management

28 The DuPont analysis

29 Factory gate pricing

30 Henderson and Venkatraman's strategic alignment model

31 Hofstede's cultural dimensions

32 House of purchasing and supply

33 The innovation circle

34 Kotler's 4Ps of marketing

35 Kotters' eight phases of change

36. Kraljic's purchasing model

37 Lean thinking / just-in-time

38 MABA analysis

39 Milkovich's compensation model

40 Mintzberg's configurations

41 Monczka's purchasing model

42 Overhead value analysis

43 Quick response manufacturing

44 Senge The fifth discipline

45 Six sigma

46 The EFQM excellence model

47 The theory of constraints

48 Vendor managed inventory

Part 3 Operational models

49 The balanced scorecard (BSC)

50 Belbin's team roles

51 The branding pentagram

52 Change quadrants

53 Discounted cashflow

54 Kaizen / Gemba

55 Mintzberg's management roles

56 Risk reward analysis

57 Root cause analysis / Pareto analysis

58 The six thinking hats of de Bono

59 The Deming cycle: plan do check act

60 Value stream mapping

Appendix: Model matrix / categorisation of models

Index