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FAST framework: Focused Arena Strategy by Mind Map: FAST framework:
Focused Arena Strategy
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FAST framework: Focused Arena Strategy

Focused Arena Strategy



Critical Path Method

Ease-Importance Chart



Quick Wins

White Elephant



Ansoff, Old Market, old product, Old Market, New Product, New Market. Old Product, New Market, New Product

Real Options (Innovation Funnel)

Forecast, Real Data, X/Y Chart, Curve fitting, types of curves, linear, logarithmic, exponential, Phases in product life, question mark, star, dollar, dog, Extrapolation, Improvement


Probability vs Severeness

Risk Appetite Line

Shield: lower probability

Hedge: lower severeness

Capture: recognize event


Value Accelerators


Strengths and Weaknesses

Good list: Actionable in terms of remedy and leverage

Bad list: Vague, lists symptoms and concentrates on external factors

The Traffic Light technique

Measuring Performance and Setting Benchmarks

Benchmarks for Evaluation of processes, Past performance, Peer Business Units, Competitor Performance

Using the Value Chain to map significant processes

Primary Functions and Secondary Functions

Value drivers: Different in each industry, Intellectual Property, Delivery and Logistics, Raw Materials and Inventory, Personnel and Customer Support, IT and Telecommunications system, Manufacturing Plant and

Event Factor Analysis for S&W identification

Three Wins

Three Losses

Three Pending event not yet determined

Root Cause Analysis

CRT - Current Reality Tree, ONE major un-desired effect, 8-12 un-desired effects, 3-5 root problems

CCT - Core Competence Tree, ONE major desired effect (usually value creation or profit), 8-12 desired effects, 3-5 core competencies

Continuous Improvement and Resource Allocation

Toyota's Kayzen

P4A - continuous value creation

Machine Metaphore, Scientific Management, Division of Labor, Static Processes

Organic Metaphore

Initials:, Process, Performance, yield, overhead expenses, response time, meeting time objectives, Inventory, Quality, MTBF: mean time between failures, Agility, Stages:, Define, Challenge, Learning Curve, Monitor, MBO: Manage by Objectives, Pareto, Problems: Ishikawa, Action Items, Swimming Lanes


Project Management

RPG model, Resources, Process, Gap

Theory of Constraints

Stages, Define system goal, identify system constraints, Resource constraint, Market constraint, Dummy constraint, Policy failure constraint, exploit constraint, subordinate system to constraint, break the constraint, Avoid Inertia, back to stage 2


Tell the executives where we want to be in 5 years

Leadership: specific

Timeliness: needs to be updated

Selectivity: doesn't apply to EVERYTHING

Mega Trends


Economical, Kondratieff Waves


Technological, Schumpeter's Waves

New node