Strategy.

Methods, Models and Theories

Strategy. Methods, Models and Theories (A-Z)

Strategy

3C's Model Ohmae

4S Web Marketing Mix Constantinides

7 Ps Booms Bitner

7-S Framework McKinsey

Action Learning Revans

Acquisition Integration Approaches Haspeslagh Jemison

ADL Matrix Arthur D. Little

Analogical Strategic Reasoning Gavetti Rivkin

Ashridge Mission Model Campbell

Balanced Scorecard Kaplan Norton

Bases of Social Power French Raven

Blue Ocean Strategy Kim

Bottom of the Pyramid Prahalad

BPR Hammer Champy

Bricks and Clicks

Business Assessment Array

Business Intelligence

Business Process Reengineering Hammer Champy

Case Method

Catastrophe Theory Thom

Centralization and Decentralization

Change Approaches Kotter

Change Dimensions Pettigrew Whipp

Change Phases Kotter

Chaos Theory Lorenz

Clarkson Principles

Clicks and Mortar

Clusters Porter

Co-Creation Prahalad Ramaswamy

Co-opetition Brandenburger

Competitive Advantage Nations Porter

Competitive Advantage framework Porter

Complexity Theory

Contingency Theory Vroom

Core Competence Hamel Prahalad

Core Group Theory Art Kleiner

Corporate Reputation Quotient Harris-Fombrun

Cost Cutting

Crisis Management

CSFs Rockart

Cultural Dimensions Hofstede

Culture Levels Schein

Customer Relationship Management

Delphi Method Helmer

Delta Model Hax

Dialectical Inquiry

Diamond Model Porter

Dimensions of Change Pettigrew Whipp

Disruptive Innovation Christensen

Distinctive Capabilities Kay

Enterprise Architecture Zachman

Entrepreneurial Government Osborne

Experience Curve

Extended Marketing Mix 7P's

Five Forces Porter

Force Field Analysis Lewin

Four Key Traits De Geus

Forget Borrow Learn Govindarajan Trimble

Game Theory Nash

Growth Phases Greiner

GE Business Screen

Groupthink Janis

Growth Share Matrix BCG

Hierarchy of Needs Maslow

Horizontal Integration

Hoshin Kanri - Policy Deployment

Impact/Value framework Hammer

Implementation Management Krüger

Industry Change McGahan

Industry Life Cycle

Innovation Adoption Curve Rogers

Instrumental Approach of Stakeholder Theory

Intrinsic Stakeholder Commitment

Kaizen philosophy

Kepner-Tregoe Matrix

KPIs Rockart

Leveraged Buy-out

Management Buy-out

Management by Objectives Drucker

Managing for Value McTaggart

Marketing Mix 4P's 5P's McCarthy

McKinsey Matrix

Mergers and Acquisitions approaches

Modeling business processes

Moral Purpose Mourkogiannis

Normative Approach of Stakeholder Theory

MSP OCG

Office of Strategy Management Kaplan Norton

Operations Research

OPM3 PMI

Organizational Configurations Mintzberg

Organization Chart

Parenting Advantage Goold Campbell

Parenting Styles Goold Campbell

PARTS Brandenburger

Performance Categories Baldrige

Performance Management

Performance Prism

Plausibility Theory

Portfolio Analysis

Product Life Cycle Levitt

Product/Market Grid Ansoff

Profit Pools Gadiesh, Gilbert

Real Options Luehrman

Relative Value of Growth Mass

Resource-Based View Barney

Risk Management

Root Cause Analysis

Rule of Three Sheth

Scenario Planning

Service Profit Chain Heskett

Seven Surprises Porter

Shareholder Value Perspective

Simulation modeling

Six Thinking Hats de Bono

Skandia Navigator Leif Edvinsson

SMART Drucker

Soft Systems Methodology Checkland

Spiral Dynamics Graves

Stage-Gate Cooper

Stakeholder Analysis

Stakeholder Mapping

Stakeholder Value Perspective

STEEPLE Analysis

Strategic Alignment Venkatraman

Strategic Decay Hamel

Strategic Drift Handy

Strategic Inflection Point Grove

Strategic Intent Hamel Prahalad

Strategic Risk Management Slywotzky

Strategic Stakeholder Management

Missing a Method?

Strategic Triangle Ohmae

Strategic Thrusts Wiseman

Strategic Types Miles Snow

Strategic Windows Abell

Strategy Dynamics Warren

Strategy Map Kaplan Norton

STRATPORT Larreche

Systems Thinking / Dynamics Forrester

TDC Matrix Internet

Ten Schools of Thought Mintzberg

Theory of Constraints Goldratt

Theory of Reasoned Action Ajzen Fishbein

Three Dimensional Business Definition Abell

Tipping Point Gladwell

Trajectories of Industry Change McGahan

Turnaround Management

Twelve Principles of the Network Economy Kelly

Value Based Management

Value Chain Porter

Value Creation Index

Value Disciplines Treacy Wiersema

Value Mapping Jack

Value Migration Slywotsky

The Value Net Brandenburger

Value Profit Chain Heskett

Value Stream Mapping

ValueReporting Framework PWC

Vertical Integration

VRIN Barney

Strategy Forum

Recent User Comments

    			 
  			   Enrique Florido - Colombia
  	       
  		     CORE Strategy
  	  		 "This is how one can translate creativity into value for stakeholders:

The CORE chart is just a refinement of the original creative ideas through a process that starts out with Creativity, goes through real Opportunities that exist, then goes through a Rationale for operation viability, and finally their implementation in a strategic (Estrategico) plan. Once the final strategy is written, the tactics, tasks and responsibilities are assigned."
  			   
  	  		 0

    			 
  			   Roger McCauley - USA
  	       
  		     How do you measure Vision?
  	  		 "Regardless of the business process or approach the fundamental overarching concept most difficult to develop, assess or manage is "Vision". Try it. I invite commenters to address how they measure "vision" or how they know good "vision" from bad "vision". With today's tech focus, the ability to crunch numbers in nano-seconds, have we developed corresponding new ways to deveop new "vision" processes? I think not. If Vision predates Strategy and strategy is essential to the four quandrants of the balanced scorecard what happens if our vision is flawed?"
  			   
  	  		 16

    			 
              - Colombia
  	       
  		     Strategy
  	  		 ""If creativity is making the complicated simple... strategy is making creativity value for stakeholders.""
  			   
  	  		 10

    			 
  			   Jen - USA
  	       
  		     Partnering
  	  		 "Would love to see more on how to assess potential partnership opportunities for a business --- i.e. what criteria make the right 'fit' for a partnership?"
  			   
  	  		 23

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		  				   § Brendan Dunphy (France)
		  				   
      		     The future of Vision....
      	  		 "If we agree that VISION is by definition a view of the future and that the future is not predictable  then we have to conclude that it is not possble to know if a vision is a good or bad. What we can do is evaluate whether our vision is complete, we can expose it to others, test it and seek to ensure it is robust, well constructed, communicable etc but this will ot guarantee its birth. I think wse also must recognise that any vison will only cme about because one or more passionate people believe in it and want to make it happen in the face of resistance or apathy. I do not think 'envisioning' is that diificult or that visions have to be overly  'managed' but enabling people and companies of the need for and value of meaningful and actable visions as a way to test strategy and progress is."

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		  				   § Editor (NL)
		  				   
      		     Strategic Partnerships, Alliances
      	  		 "Jen, thanks for your question. I'd suggest you look at the existing links "Co-opetition" and "Co-Creation" and "Clusters" and Horizontal Integration" and "Mergers and Acquisition approaches" and "Vertical Integration" on this very Strategy Methods, Models and Theories page. If anybody knows of another model in this area, please enter it as a reaction."

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