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Development Frameworks by Mind Map: Development Frameworks
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Development Frameworks

Evaluatiing Business Units

GE Grid

Dimensions, Market Attractiveness, Competitive Position, Business Strength, Market Size, Market Share

Industry Evaluation

Five Forces

Factors, The risk of new entrants, Degree of rivalry among established companies, Bargaining power of buyers, Bargaining power of suppliers, Substitute products, Stakeholder forces (optional)

Strategic Alignment

Strategic Statements

Mission, Purpose, Stakeholder Promises, Public Image, Standards and Behaviour, Values and Beliefs, Strategic Distinctiveness

Vision, BHAGs, Core Values, BHAG, Goals


Five Whys, Why do we exist?, How do we create and capture value?, Who are we?, What must we do?, What is our message?

Achieving Growth

Ansoff Matrix

Dimensions, Market, Existing, New, Product/Brand/Service, Existing, New, Growth Options, Organic Growth, Acquisition, Technological Growth, New Technology, Existing Market, Technological Product Substitution, New Market, High Technology

Strategies, Market Penetration, Product Development, Market development, diversification

McKinsey Growth Pyramid

Generic Growth Strategies, New Competitive Arenas, New Industry Structure, New Geographic Areas, New Delivery Systems, New Products and Services, Existing Products to New Customers, Existing Products to Existing Customers

Options for Growth, Acquisitions, Joint Ventures, Minority Stakes, Alliances, Marketing Partnerships, Organic Investment

Basis for choice, Operaional skills, Priveliged assets, Growth skills, Special relationships

Growth Vector Analysis

Market Options

Product Alternatives

Blue Sky Thinking

Strategic Learning







Action Learning

Competing on Analytics

Fifth Discipline

Strategy Translation

RACI Matrix

Balanced Scorecard

Dimensions, Financial, Growth, Build the business, New Markets, New Products, New Customers, Increase value in existing customers, Deeper relationships, cross Selling, Productivity, Improve Cost structure, Reduce expenses, Increase Asset Efficiency, Customer, Value Proposition, Market Choice, Internal Process, Operations Management, Supply, Distribution, Production, Risk Management, Customer Management, Selection, Acquisition, Retention, Growth, Innovation Processes, Opportunity Identification, Research, Design and Development, Commercialisation, Societal Processes, Environment, Health and Safety, Employees, Community, Learning and Growth, Human Capital, Information Capital, Organisational Capital, Culture, Leadership, Alignment, Teamwork, Public Sector NFP, Learning and Growth, Internal Perspective, Fiduciary Perspective, Customer Perspective

Indicators, Leading, Lagging

Performance Prism

Evaluating the Organisation

McKinsey Seven S

Hard Ss, Strategy, Plans, Goals, Environment, Competition, Customers, Questions, What is our strategy?, How do we intend to achieve our objectives?, How do we deal with competitive pressure?, How are changes in customer demands dealt with?, How is strategy adjusted for environmental issues?, Structure, Organisational, Relationships, Power and Control, Questions, How is the company/team divided?, What is the hierarchy?, How do the various department coordinate activities?, How do the team members organize and align themselves?, Is decision making and controlling centralizedor decentralized?, Where are the lines of communication?, Systems, Procedures, Processes, Questions, What are the main systems that run the organisation?, Financial, HR, Communications, Document Storage, Where are the controls and how are they monitored and evaluated, What internal rules and processes does the team use to keep on track?

Soft Ss, Shared Values, Beliefs, Objectives, Questions, What are the core values?, What is the corporate/team culture?, How strong are the values?, What are the fundamental values that the company/team was built on?, Style, Behaviours, Questions, How participative is the management leadership style?, How effective is that leadership?, Do employees/team members tend to be competitive or cooperative?, Are there real teams or just nominal groups?, Staff, Functionality, Education, Background, Questions, What positions or specializations are represented within the team?, What positions need to be filled?, Are there gaps in required competencies?, Skills, Core Competencies, Questions, What are the strongest skills represented within the organisation?, Are there any skills gaps?, What is the company/team known for doing well?, Do the current employees/team members have the ability to do the job?, How are skills monitored and assessed?

Value Chain

Primary Activities, Inbound Logistics, Operations, Outbound Logistics, Marketing and Sales, Service

Support Activities, Firm Infrastructure, HRM, Technical Development, Procurement






Developing Strategies

Hedgehog Concept

What are you deeply passionate about?

What can you be best in the world at?

What drives your economic engine?

Integrated Choices

Strategic Frame, Tools, External Analysis, Internal Analysis, Mission/Vision/Values, Goals and Objectives, Quantitative, Qualitative, Organisational Alignment, People, Process, Activities, Structure, Rewards, Policies, Firm Performance, Market, Financial, Other

Elements of Strategy, Arenas, Where will we be active and with how much emphasis, Product Categories, Market Segments, Geographies, Core Technologies, Value Creation, Vehicles, How will we get there?, Internal Development, Joint Ventures, Licensing/Franchising, Acquisitions, Differentiators, How will we win?, Image, Styling, Customisation, Price, Staging, What will be our speed and sequence of moves, Speed of expansion, Sequence of initiatives, Economic Logic, How will we obtain our returns?, Lowest costs, Scele, Scope and replication, Premium prices, service, features





Choosing Strategies

Blue Ocean Strategy

Breakthrough Strategy Canvas

New Value Curve, Reduce, Create, Raise, Eliminate

Competitive Strategy

Resource Based Strategy

Competitive Strategy

Customer Value Proposition, Choices, Product Leadership, Operational Excellence, Customer Intimacy, Hierarchy of Needs, Product, Basic Service, Underlying Problems, Success

Strategic Positioning, Variety Based, Needs Based, Access Based

Porter's Competitive Advantage, Unique activities, Activities with Fit, Making clear trade-offs and choices, Generic Strategies, Focus, Differentiation, Cost Leadership

What Really Works

Four, Strategy, Culture, Execution, Structure

Plus Two, Talent, Leadership, Innovation, Mergers and Partnerships

Resource-Based Strategy

Disruptive Strategy

Emergent Strategy