Taxonomies
- Taxonomies
- 4 Ps
- Ultimate taxonomy (SIMP5C7DIKLDMSSA)
- Pitch
- Intrenion categories
- Business strategy framework 3
- Business model framework
- Strategy framework 2
- Strategy framework 1
- Strategic five questions
- Strategy model
- Ansoff matrix
- Führungsprozess der Bundeswehr (DE)
- PESTEL
- Business best practices
- Change framework
- SWOT
- Basic business planning
- Consulting process model 2
- Consulting process model 1
- Process management 2
- Process management 1
- Lean Startup
- Presentation message purpose
- Learning
- Corporate structures
- Business model
- Knowledge
- Leadership process
- Five Ws
- Basic approach
- MOST
- CATWOE
- MoSCoW method
- Online business
- Everyday's basic
- 381 Management
- 381 Non-culture
- Consulting basics
- DIKW
- Simplification
- Content structure
- Content - Standard
- Innovation
- SSMA
- Content other
- Meeting
- People connections
- People capabilities
- Corporate culture
- COBIT: Process list
- COBIT: Strategy
- COBIT: Goals
- COBIT: IT Challenges
4 Ps
- Profit
- Peace
- Pride
- Pleasure
Ultimate taxonomy (SIMP5C7DIKLDMSSA)
- Strategy
- Innovation
- Metrics
- Process
- Product
- Project
- Program
- Portfolio
- Culture
- Command
- Control
- Communication
- Collaboration
- Cooperation
- Coordination
- Change
- Data
- Information
- Knowledge
- Learning
- Documentation
- Modularization
- Systematization
- Standardization
- Automation
Pitch
- Problem
- Significance
- Solution
- Feasibility
- Effectivity
- Disadvantages/Risks/Mitigation
Intrenion categories
- Strategy & Innovation
- C5IKL
- People & Resources
- Product & Development
- Service & Delivery
- Marketing & Sales
- Finance
- Sourcing & Procurement
- Technology & Infrastructure
- Risk, Security, Continuity
- Data & Metrics
- Portfolio, Programs, Projects
- Organizational Change
Business strategy framework 3
- Economic logic: How will returns be obtained?
- Lowest costs through scale advantage?
- Lowest costs through scope and replication advantages?
- Premium prices due to proprietary product features?
- Premium prices due to unmatchable services?
- Arenas: Where will be active?
- Which product categories?
- Which channels?
- Which market segments?
- Which geographic areas?
- Which core technologies?
- Which value creation stages?
- Vehicles: How will we get there?
- Internal development?
- Joint venture?
- Strategic alliances?
- Licensing?
- Franchising?
- Mergers & acquisitions?
- Differentiators: How will we win?
- Image?
- Customization?
- Price?
- Styling?
- Reliability?
- Speed to market?
- Staging: What will be our speed and sequence of moves?
- Speed of expansion?
- Sequence of initiatives?
- Interval between events?
Business model framework
- Opportunity space
- Customer
- Users
- Value proposition
- Reach
- Engagement
- Capabilities
- Costs
- Revenues
Strategy framework 2
- Strategic Position
- Environment
- Purpose
- Culture
- Capability
- Strategic Choices
- Business
- International
- Acquisition & Alliances
- Innovation
- Corporate
- Strategy in Action
- Evaluation
- Organization
- Pracitces
- Change
- Processes
Strategy framework 1
- Vision
- Mission
- Objectives
- Strategies
Strategic five questions
- Winning aspiration?
- Where will we play?
- How will we win?
- Capabilities needed?
- Management systems required?
Strategy model
- Framework
- Structure
- Governance
Ansoff matrix
- Existing Products, Existing Markets: Market Penetration Strategy
- New Products, Existing Markets: Product Development Strategy
- Existing Products, New Markets; Market Development Strategy
- New Products, New Markets: Diversification Strategy
Führungsprozess der Bundeswehr (DE)
- Lagefeststellung
- übergeordnete Führung
- eigene Beobachtungen
- Nachbarn, Verbündete
- andere militärische Dienststellen
- zivile Dienststellen, Bevölkerung
- Planung
- Beurteilung der Lage
- Entschluss
- Plan
- Befehlsgebung
- Kontrolle
PESTEL
- Politics
- Government policy
- Political stability
- Corruption
- Tax policy
- Labor law
- Trade restrictions
- Economy
- Economic growth
- Exchange rate
- Interest rate
- Inflation rate
- Disposable income
- Unemployment rate
- Socio-culture
- Population growth
- Age distribution
- Career attitudes
- Safety emphasis
- Health conscoiousness
- Lifestyle attitudes
- Cultural barriers
- Technology
- Technology incentives
- Level of innovation
- Automation
- R&D activity
- Technological change
- Technological awareness
- Environment
- Weather
- Climate
- Environmental policies
- Climate change
- Pressures from NGO's
- Legal
- Discrimination laws
- Antitrust laws
- Employment laws
- Consumer protection laws
- Copyright and patent laws
- Health and safety laws
Business best practices
- See the whole
- Stimulate collaboration and continual improvement
- Understand what is doable
- Think as a customer
- Analyze to determine what is valuable
- Get real using examples
- Avoid waste
Change framework
- Changes: Need driven transformation)
- Solution: Specific option to meet a need)
- Context: Circumstances surrounding the change)
- Value: Worth of something to a stakeholder
- Stakeholders: Are related to change, need, or solution
- Needs: Issue or chance
SWOT
- Strengths
- Weaknesses
- Opportunities
- Threats
Basic business planning
- Purpose
- Values
- Vision
- Goals
- Challenges
- Perceptions
- Insights
- Strategy
Consulting process model 2
- Preparation
- Align objectives
- Organizational objectives
- Communications objectives
- Plan, set targets & other inputs
- Target audience
- Strategy
- Implementation
- Implement
- Activity
- Measurements & Insights
- Measure activity
- Output
- Audience response & effects
- Out-takes
- Outcomes
- Organizational & stakeholder effects
- Impact
Consulting process model 1
- Initiation
- Reason for change
- Solicit sponsorship
- Evaluate infrastructure
- Envision future state
- Diagnosis
- Propose recommendations
- Establishing
- Prioritize
- Determine approach
- Devise action plan
- Acting
- Formulate solutions
- Shortlist & test solution
- Refine solution
- Apply solution
- Learning
- Analysis
- Propose future action plan
Process management 2
- Strategy
- Business Strategy: We want a new printer in the home market segment
- BPM Process Management: What processes and projects do I require?
- BPM Change Program: What are the objectives for the organization?
- BPM Financial Management: What is the ROI and cost of this new printer?
- Design
- Business Management: What are the specifications and logistical requirements?
- BPM Design: How should the process design look like?
- BPM Organizational Design: How should design the new organization?
- BPM Quality Management: How can I improve the logistical infrastructure?
- Implementation
- Business Transformation: How should I change the distribution centers and lostical concepts?
- How should I configure the ICT applications and processes?
- BPM Change Management: Does the organization accept the new organization structure?
- BPM Knowledge Management: Does everybody understand the applications and processes?
- Controlling
- Communications Management: Where can I find information of the printer and responsibilities?
- BPM Support Management: How can I daily support the BPM applications and process?
- BPM Governance: How can I manage standards and responsibilities?
- BPM Change Management: Does the new printer and BPM reaches the objective?
Process management 1
- Strategic Alignment
- Process Improvement Planning
- Strategy & Process Capability Linkage
- Enterprise Process Architecture
- Process Measures
- Process Customers & Stakeholders
- Governance
- Process Management Decision Making
- Process Roles and Responsibilities
- Process Metrics & Performance Linkage
- Process Related Standards
- Process Management Compliance
- Methods
- Process Design & Modelling
- Process Implementation & Execution
- Process Monitoring & Control
- Process Improvement & Innovation
- Process Program & Project Management
- Information Technology
- Process Design & Modelling
- Process Implementation & Execution
- Process Monitoring & Control
- Process Improvement & Innovation
- Process Program & Project Management
- People
- Process Skills & Expertise
- Process Management Knowledge
- Process Education
- Process Collaboration
- Process Management Leaders
- Culture
- Responsiveness to Process Change
- Process Values & Beliefs
- Process Attitudes & Behaviours
- Leadership Attention to Process
- Process Management Social Networks
Lean Startup
- Ideas
- Build
- Code
- Measure
- Data
- Learn
Presentation message purpose
- To inform
- To entertain
- To persuade
- To inspire
Learning
- Remembering: Describe • Relate • Tell • Find
- Understanding: Discuss • Outline • Explain • Predict
- Applying: Use • Illustrate • Complete • Solve
- Analyzing: Identify • Compare • Explain • Categorize
- Evaluating: Decide • Prioritize • Rate • Justify
- Creating: Create • Imagine • Design • Plan
Corporate structures
Equipment subdivision
- Part
- Component / Maintainable Item
- Subunit
- Equipment unit
Use/Location
- Section/System
- Plant/Unit
- Installation
- Business category
- Industry
Business model
- Customer segment
- Early Adopter
- Problem
- Existing Alternatives
- Solution
- High-level Concept
- UVP
- Unfair Advantage
- Channels
- Revenue Stream
- Cost Structure
Knowledge
- Question/Bullet/Row
- Sheet/List/Table
- Series
- Stream
- Branch
- Collection
Leadership process
- Vision
- Mission
- Stakeholders
- Situation
- Intent
- Objectives
- Outputs
- Methodologies
- Tactics
- Processes & Tasks
Five Ws
- Who
- What
- When
- Where
- Why
Basic approach
- Why
- How
- What
MOST
- Mission
- Objectives
- Strategy
- Tactics
CATWOE
- C = Customers
- A = Actors
- T = Transformation process
- W = World View
- O = Owners
- E = Environmental constraints
MoSCoW method
- Must have
- Should have
- Could have
- Won't have (this time)
Online business
- Content
- Community
- Commerce
Everyday's basic
- People
- Process
- Technology
381 Management
- Befindlichkeitenmanagement
- Erwartungsmanagement
- Informationsmanagement
381 Non-culture
- Befindlichkeiten
- Intrigen
- Debatten
- Faulheit
- Fehlende Fehlerkultur
- Selbstzufriedenheit
Consulting basics
- Governance
- People
- Process
- Technology
- Data
DIKW
- Data
- Information
- Knowlege
- Wisdom
Simplification
- Proposition
- Price
Content structure
- Branch
- Stream
- Worksheet
- Header
- Subheader
- Keyword
- Decision
Content - Standard
- Case (Governance)
- Financial investment (Governance)
- Organizational commitment (Governance)
- Leader (People)
- Approach (Process)
- Procedure (Process)
- Technology (Technology)
- Measurement
Innovation
- Ideation
- Improvement
- Innovation
SSMA
- Documentation
- Systematization
- Standardization
- Modularization
- Automation
Content other
- Best practices
- Sharing
Meeting
- Case
- Audience
- Communication
- Cooperation
- Collaboration
- Meetings
People connections
- Online platforms
- Offline network
- Personal connections
- Online events
- Offline events
- Conferences
- Universites
- Competitors
People capabilities
- Personality
- Knowledge
- Skills
- Experience
- Innovation capability
- Execution capability
- Growth mindset
Corporate culture
- Vision
- Mission
- Strategy
- Operations
- Leadership
- Teamwork
- Coaching / Feedback
- Mentoring / Sponsoring
COBIT: Process list
- Govern 01: Governance Framework Setting and Maintenance
- Govern 02: Benefits Delivery
- Govern 03: Risk Optimization
- Govern 04: Resource Optimization
- Govern 05: Ensured Stakeholder Engagement
- Plan 01: I&T Management Framework
- Plan 02: Strategy
- Plan 03: Enterprise Architecture
- Plan 04: Innovation
- Plan 05: Portfolio
- Plan 06: Budget and Costs
- Plan 07: Human Resources
- Plan 08: Relationships
- Plan 09: Service Agreements
- Plan 10: Vendors
- Plan 11: Quality
- Plan 12: Risk
- Plan 13: Security
- Plan 14: Data
- Build 01: Programs
- Build 02: Requirements Definition
- Build 03: Solutions Identification and Build
- Build 04: Availability and Capacity
- Build 05: Organizational Change
- Build 06: IT Changes
- Build 07: IT Change Acceptance and Transitioning
- Build 08: Knowledge
- Build 09: Assets
- Build 10: Configuration
- Build 11: Projects
- Run 01: Operations
- Run 02: Service Requests and Incidents
- Run 03: Problems
- Run 04: Continuity
- Run 05: Security Services
- Run 06: Business Process Controls
- Control 01: Performance and Conformance Monitoring
- Control 02: System of Internal Control
- Control 03: Compliance With External Requirements
- Control 04: Assurance
COBIT: Strategy
- Growth/Acquisition The enterprise has a focus on growing (revenues)
- Innovation/Differentiation The enterprise has a focus on offering different and/or innovative products and services to their clients
- Cost Leadership The enterprise has a focus on short-term cost minimization
- Client Service/Stability The enterprise has a focus on providing a stable and client-oriented service.
COBIT: Goals
- Financial Portfolio of competitive products and services
- Financial Managed business risk
- Financial Compliance with external laws and regulations
- Financial Quality of financial information
- Customer Customer-oriented service culture
- Customer Business service continuity and availability
- Customer Quality of management information
- Internal Optimization of internal business process functionality
- Internal Optimization of business process costs
- Internal Staff skills, motivation and productivity
- Internal Compliance with internal policies
- Growth Managed digital transformation programs
- Growth Product and business innovation
COBIT: IT Challenges
- Frustration between different IT entities across the organization because of a perception of low contribution to business value
- Frustration between business departments (i.e., the IT customer) and the IT department because of failed initiatives or a perception of low contribution to business value
- Significant IT related incidents, such as data loss, security breaches, project failure, application errors, etc. linked to IT
- Service delivery problems by the IT outsourcer(s)
- Failures to meet IT related regulatory or contractual requirements
- Regular audit findings or other assessment reports about poor IT performance or reported IT quality or service problems
- Substantial hidden and rogue IT spending, that is, IT spending by user departments outside the control of the normal IT investment decision mechanisms and approved budgets
- Duplications or overlaps between various initiatives or other forms of wasting resources
- Insufficient IT resources, staff with inadequate skills or staff burnout/dissatisfaction
- IT-enabled changes or projects frequently failing to meet business needs and delivered late or over budget
- Reluctance by board members, executives or senior management to engage with IT, or lack of committed business sponsors for IT
- Complex IT operating model and/or unclear decision mechanisms for IT-related decisions
- Excessively high cost of IT
- Obstructed or failed implementations of new initiatives or innovations caused by the current IT architecture and system
- Gap between business and technical knowledge which leads to business users and IT and/or technology specialists speaking different languages
- Regular issues with data quality and integration of data across various sources
- High level of end-user computing, creating (among other problems) a lack of oversight and quality control over the applications that are being developed and put in operation
- Business departments implementing their own information solutions with little or no involvement of the enterprise IT department 88
- Ignorance and/or noncompliance with security and privacy regulations
- Inability to exploit new technologies or to innovate using I&T