Business Excellence Frameworks

© Operational Excellence Consulting. All rights reserved.
This presentation is a collection of PowerPoint diagrams and
templates used to convey 100 different business excellence
frameworks comprising key strategy, marketing, sales, finance,
operations, innovation, IT, technology management, leadership,
organization, change and HR models.
Business Excellence
Frameworks
Diagrams and Templates of Business Excellence
Frameworks

© Operational Excellence Consulting. All rights reserved. 2
Contents (1 of 3)
Strategy & Organization
1. 3C’s Strategy Triangle
2. Ansoff’s Growth Matrix
3. Baldrige Excellence Framework
4. BCG Matrix
5. Blue Ocean Strategy
6. Business Model Canvas
7. EFQM Excellence Model
8. Greiner’s Growth Model
9. Harvard Model of Strategic HRM
10. Hoshin Kanri Strategy Deployment
11. McKinsey’s Three Horizon of Growth
12. McKinsey’s 7-S Framework
13. PESTLE Analysis
14. Porter’s Five Forces
15. Porter’s Generic Strategies
16. Porter’s Value Chain
17. Strategic Dialog
18. SWOT Analysis
19. Treacy & Wiersema Value Disciplines
20. Value Net Model
Finance & Governance
21. Activity-Based Costing
22. Balanced Scorecard
23. COBIT 2019
24. Drucker’s Management By Objectives
25. DuPont Analysis
26. ISO 31000:2018 Risk Management
27. PRINCE2 Method
28. Project Management Body of Knowledge
(PMBOK 6)
29. Value-Based Management
Marketing & Sales
30. Branding Pentagram
31. Curry’s Pyramid
32. Customer Journey Mapping
33. Kotler’s 4P’s of Marketing
34. MABA Analysis
35. Power/Interest Grid for Stakeholder
Prioritization
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Contents (2 of 3)
Operations, Supply Chain Management &
Procurement
36. 5S Principles
37. 8D problem Solving
38. Eight Wastes of Lean
39. Five Principles of Lean
40. Business Process Reengineering (BPR)
41. COPC CX Standard for VMOs, Release 6.1
42. House of Gemba
43. ISO 9001:2015 Quality Management System
44. Kraljic’s Purchasing Model
45. Lean Leadership & Kaizen Model
46. Lean Management Model (TPS)
47. Lean Maturity Model
48. Mistake Proofing Process (Poka Yoke)
49. PDCA Problem Solving Process
50. Root Cause Analysis (Ishikawa Diagram)
51. Shingo Model for Operational Excellence
52. Six Sigma
53. Total Productive Maintenance (TPM)
54. Training Within Industry (TWI)
55. Value Stream Mapping
Innovation & Technology Management
56. De Bono’s Six Thinking Hats
57. Design Thinking Model
58. Disruptive Innovation Model
59. Innovation Circle Model
60. Innovation Matrix
61. Kano Model
62. SCAMPER
63. Stage-Gate Model
64. Technology Adoption Life Cycle
65. Ten Types of Innovation

Contents (3 of 3)
Leadership, Change & HR
66. ADKAR Change Model
67. AHRI Model of Excellence
68. ATD Competency Model
69. Beer & Nohria E & O Theories
70. Belbin’s Team Roles Model
71. Bridges’ Transition Model
72. Covey’s Seven Habits
73. Covey’s Time Management Matrix
74. Emotional Competence Framework
75. Four Stages of Contribution Model
76. Hamel & Prahalad’s Core Competencies Model
77. High-Impact Learning Organization
78. Hofstede’s Cultural Dimensions
79. IPMA Competency Model
80. Kotter’s Eight-Step Change Process
81. Lencioni’s Five Dysfunctions of a Team
82. Lewin’s Three Stage Change Model
83. Ofman’s Core Quadrant’s Model
84. People Capability Maturity Model (PCMM)
85. Senge’s Five Disciplines
86. SHRM Competency Model
87. Talent Management Framework
88. Tuckman’s Model of Team Development
Stages
89. Ulrich’s Five Rules for Leadership
90. Ulrich’s HR Competency Model
IT Management
91. Agile Model
92. Capability Maturity Model Integration (CMMI
2.0)
93. Data Management Maturity (DMM) Model
94. ISO/IEC 15504:2012 (SPICE)
95. ISO/IEC 27001:2013 Information Security
Management Systems
96. IT Infrastructure Library (ITIL 4)
97. IT4IT Reference Architecture (V2.1)
98. Scrum Model
99. TBM Taxonomy (V3.0)
100. TOGAF Standard (V9.2)

The 3C’s Strategy Triangle forms the basis of all strategies and defines the three
key factors for competitive advantage
3C’s Strategy Triangle
Source: Kenichi Ohmae
§ Selectivity and
sequencing
§ Make or buy
§ Cost effectiveness
§ Segmenting by
objectives
§ Segmenting by
customer
§ Re-segmenting
§ Changes in customer
mix
§ Power of image
§ Capitalizing on profit- and
cost structure differences
§ Using tangible and
intangible resources
Customer
Competitor
Corporation

The Business Model Canvas consists of nine generic building blocks for developing
new or documenting existing business models
Business Model Canvas
Key Partners Key Activities Value Proposition Customer Relationships Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
§ What are our Key Partners?
§ Who are our Key Suppliers?
§ Which Key Resources are we
acquiring from partners?
§ Which Key Activities do
partners perform?
§ What Key Activities do our
Value Propositions require?
§ Our Distribution Channels?
§ Customer Relationships?
§ Revenue Streams?
§ What do we deliver to the
customer?
§ Which one of our customer’s
problems are we helping to
solve?
§ What bundles of products and
services are we offering to
each Customer Segment?
§ Which customer needs are we
satisfying?
§ What type of relationships
does each of our Customer
Segment expect us to
establish and maintain with
them?
§ Which ones have we
established?
§ How are they integrated with
the rest of our business
model?
§ How costly are they?
§ For whom are we creating
value?
§ Who are our most important
customers?
§ What Key Resources do our
Value Propositions require?
§ Our Distribution Channels?
§ Customer Relationships?
§ Revenue Streams?
§ Through which Channels do
our Customer Segments want
to be reached?
§ How are we reaching them
now?
§ How are our Channels
integrated?
§ Which ones worked best?
§ Which ones are most cost-
efficient?
§ How are we integrating them
with customer routines?
§ What are the most important costs inherent in our business model?
§ Which Key Resources are most expensive?
§ Which Key Activities are most expensive?
§ For what value are our customers really willing to pay?
§ For what do they currently pay?
§ How are they currently paying?
§ How would they prefer to pay?
§ How much does each Revenue Stream contribute to overall revenues?
Source: Strategyzer

The McKinsey 7-S framework involves seven interdependent factors which are
categorized as either “hard” or “soft” elements
Source: McKinsey
McKinsey 7-S Framework
Structure
Systems
Style
Staff
Skills Strategy
Shared
Values
Soft Elements
Hard Elements

Value Innovation is the cornerstone of Blue Ocean Strategy – placing
equal emphasis on value and innovation
Blue Ocean Strategy - The Four Actions Framework
Eliminate
Reduce
Raise
Create
COST
VALUE
Value
Innovation
Reduce
cost
Increase
customer
value
Source: C. Kim, R. Mauborgne

Pestle Analysis examines the effect that events or macro influences may have on
the performance of a business
PESTLE Analysis
P E S T L E
Political Economic Social Technological Legal Environmental
§ Government
policy
§ Political stability
§ Corruption
§ Foreign trade
policy
§ Tax policy
§ Labor law
§ Trade restrictions
§ Economic growth
§ Exchange rates
§ Interest rates
§ Inflation rates
§ Disposable
income
§ Unemployment
rates
§ Population growth
rate
§ Age distribution
§ Career attitudes
§ Safety emphasis
§ Health
consciousness
§ Lifestyle attitudes
§ Cultural barriers
§ Technology
incentives
§ Level of innovation
§ Automation
§ R&D activity
§ Technological
change
§ Technological
awareness
§ Discrimination
laws
§ Antitrust laws
§ Employment laws
§ Consumer
protection laws
§ Copyright and
patent laws
§ Health and safety
laws
§ Weather
§ Climate
§ Environmental
policies
§ Climate change
§ Pressures from
NGO’s

The Balanced Scorecard focuses the entire organization on financial and non-
financial outcomes
FINANCIAL
BUSINESS PROCESSES
Vision
and
Strategy
To succeed financially, how
should we appear to our
shareholders?
LEARNING & GROWTH
CUSTOMERS
To achieve our vision, how will
we sustain our ability to change
and improve?
To achieve our vision, how
should we appear to our
customers?
To satisfy our shareholders and
customers, what business
processes must we excel at?
Source: Kaplan & Norton
Balanced Scorecard

COBIT is a leading framework for the governance and management of enterprise IT
and is based on six principles of enterprise IT governance
Source: ISACA
1. Provide
Stakeholder
Value
4. Governance
Distinct From
Management
2. Holistic
Approach
5. Tailored to
Enterprise
Needs
3. Dynamic
Governance
System
6. End-to-End
Governance
System
COBIT 2019 Governance Principles

ISO 31000:2018 is a generic risk management standard which can be used by both
public and private organizations and by groups, associations and enterprises of all
kinds
Source: International Organization for Standardization
Risk
Evaluation
Risk
Analysis
Risk
Identification
Risk Assessment
Risk Treatment
Scope, Context, Criteria
COMMUNICATION
&
CONSULTATION
MONITORING
&
REVIEW
RECORDING & REPORTING
ISO 31000:2018 Risk Management Model (TEMPLATE)

The 4 Ps (or marketing mix) is a description of the strategic position of a product in
the marketplace
4 Ps of Marketing
Source: Kotler, P. and Keller, K.L.
Do you actually
produce what your
customers want?
How much are your
customers willing to
pay?
Product
Price
Are your products
available in the right
quantities, in the right
place, at the right
time?
Place
How can you best
inform/educate groups
of customers about
your organization and
its products
Promotion
Marketing
Mix

The 4 Ps of Marketing can be used by organizations as an integral part of its
marketing strategy to realize its corporate strategy
Source: Kotler, P. and Keller, K.L.
4 Ps of Marketing
Competitive
forces
Regulatory
forces
Technological
forces
Political
forces
Societal
forces
Economic
forces Product/brand
positioning
Target market
selection
Competitive
advantage
Customer
Satisfaction
Product
Price
Promotion
Place
Marketing
environment
Marketing
strategy
Marketing
mix

The Power/Interest Grid for Stakeholder Prioritization is a useful tool for stakeholder
analysis in the change management process
The Power/Interest Grid
Manage
Closely
Keep
Satisfied
Monitor
(Minimum Effort)
Keep
Informed
Interest
Power
High
Low
Low
High

5S principles provide a visual and disciplined approach to workplace organization
and improvement
5S Principles
Sort
Set In Order
Shine
Standardize
Sustain

Lean management framework provides a holistic approach to improving speed and
quality
Source: Adapted from Toyota Production System
Lean Management Model (a.k.a. Toyota Production System)
Stability
Heijunka Standardized Work Kaizen
Just-In-Time
• Continuous flow
• Takt time
• Pull system
• Flexible workforce
Jidoka
• Separate man &
machine work
• Abnormality
Identification
• Poka yoke
Goals:
highest quality,
lowest cost, shortest lead times
Involvement
Stability
Standardization
Just-In-Time
Jidoka
Involvement
1
2
3
4
5
1
2
3 4
5

Six Sigma DMAIC is a data-driven improvement cycle used for improving,
optimizing and stabilizing business processes
Six Sigma
DMAIC
Roadmap
Improve
Measure
Analyze
Define
Control
Define the problem
or opportunity
Measure the current
performance and
capability
Analyse to identify
root causes
Improve by
implementing potential
solutions
Control by
standardizing solution
and monitoring
performance
Six Sigma DMAIC Model

The Total Productive Maintenance (TPM) model provides a structured framework to
improve Overall Equipment Effectiveness (OEE)
TPM
in
the
Office
Safety,
Health
&
Environment
Autonomous
Maintenance
Planned
Maintenance
Focused
Improvement
Early
Equipment
Management
Quality
Maintenance
Education
&
Training
5S & Visual Management
TPM Goals:
Zero Defects, Zero Breakdowns,
Zero Accidents
Source: Japan Institute of Plant Maintenance (JIPM)
TPM Model

• Creates an end-to-end view of the system
• Demonstrates interaction between material/work and information flow
• Provides a common visual language for understanding a complex system
Supplier
Management
Control
Customer
Work & Information Flow
Information flow
Value stream mapping provides a holistic view of the end-to-end business process
and highlights opportunities for improvement
Value Stream Map

De Bono’s thinking hats represents six ways of thinking about strategies and helps
us to see potential opportunities
Source: Edward de Bono
De Bono’s Six Thinking Hats
The White Hat - Facts
White hat thinking focuses on
data, facts, information known
or needed.
The Yellow Hat -
Benefits
Yellow hat thinking focuses on
values and benefits. Why
something may work.
The Red Hat - Feelings
Red hat thinking focuses on
feelings, hunches, gut instinct
and intuition.
The Black Hat - Cautions
Black hat thinking focuses on
difficulties, potential problems.
Why something may not work.
The Blue Hat - Process
Blue hat thinking focuses on
managing the thinking process,
focus, next steps, action plans.
The Green Hat - Creativity
Green hat thinking focuses on
creativity: possibilities, alternatives,
solutions, new ideas.

The Five Modes of Design Thinking is a human-centered, creative problem-solving
process of discovery, ideation and experimentation
Five Modes of Design Thinking
Learn about the
audience for
whom you are
designing, by
observation and
interview. Who is
my user? What
matters to this
person?
Create a point of
view that is
based on user
needs and
insights.
What are their
needs?
Brainstorm and
come up with
as many
creative
solutions as
possible.
Wild ideas are
encouraged!
Build a
representation of
one or more of
your ideas to show
to others. How can
I show my idea?
Remember: A
prototype is just a
rough draft!
Share your
prototyped idea
with your original
user for
feedback. What
worked? What
didn’t?
EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
Source: Based on Stanford University d.school

The Kano Model can help any team or organization get a better understanding of
Customer Requirements and their impact on Customer Satisfaction
Kano Model
Source: Noriaki Kano
Satisfaction
Requirement
Unfulfilled
Requirement
Fulfilled
Dissatisfaction
Performance
(Satisfier)
Delighters
Basic
(Dissatisfier)

The ADKAR Change Model (Awareness, Desire, Knowledge, Ability, Reinforcement)
provides a simple and action-oriented framework for taking control of individual change
ADKAR Change Model
Source: Based on Prosci® ADKAR® Model
A R
A
D K
KNOWLEDGE REINFORCEMENT
AWARENESS
DESIRE ABILITY
§ Understand the need for
change
§ Understand nature of the
change
§ Sustain the change
§ Build a culture and
competence around change
§ How to change
§ Implement new skills and
behaviors
§ Support the change
§ Participate and engage
§ Implement the change
§ Demonstrate performance

The AHRI’s Model of Excellence defines what HR practitioners should know, what
they are expected to do, and what their peers and leaders expect them to be, in
terms of behaviors and capabilities
Source: AHRI, 2015
AHRI Model of Excellence
Organisational
Capability

Kotter’s Eight-Step Change Process provides a roadmap for
advancing a culture of performance excellence
Kotter’s 8-Step Change Model
Need for
Change
Change
Behavior
Change
Direction
Change
Sustainability
1. Establish a
Sense of
Urgency
2. Build a
Guiding
Coalition
3. Form a
Strategic
Vision
4. Enlist a
Volunteer
Army
5. Enable
Action by
Removing
Barriers
6. Generate
Short-term
Wins
7. Sustain
Acceleration
8. Institute
Change
Committed
Leadership
Source: Based on John Kotter, 1996 & 2014

The SHRM Competency Model provides the foundation for talent management
throughout the HR lifecycle and helps organizations ensure that HR professionals
are proficient to solve today's most pressing people issues and strategies
Source: Based on Society for Human Resource Management (SHRM), 2016
SHRM Competency Model for HR Professionals
RELATIONSHIP
MANAGEMENT
ETHICAL
PRACTICE
COMMUNICATION
CONSULTATION
LEADERSHIP
& NAVIGATION
HR EXPERTISE
(HR KNOWLEDGE)
GLOBAL
& CULTURAL
EFFECTIVENESS
BUSINESS
ACUMAN
CRITICAL
EVALUATION
SHRM
COMPETENCY
MODEL

Tuckman’s Model of Team Developmental Stages for Small Groups
Forming
§ Team members
meet each other
§ Team members
learn about the
task
§ All team
members learn
what their roles
will be
Storming Norming Performing
§ Team members
learn how to work
together
§ Team members
learn about other
member’s abilities
§ Leader focuses
the team
§ Team starts to
work and act
together
§ Roles evolve into
helping the team
succeed
§ Team members
are more likely to
express opinions
§ Team members
work hard toward
goal
§ Members are
flexible and help
each other
§ Leader’s role is
blurred –
everyone is
focused
Source: Adapted from Bruce W. Tuckman
Tuckman’s Model of Team Development Stages

ISO/IEC 27001:2013 is a global standard on Information Security Management
Systems (ISMS)
PLAN
A
C
T
CHECK
D
O
ISMS
Information
Security
Policies
Organization of
Information
Security
Human
Resource
Security
Asset
Management
Asset
Control
Cryptographic
Physical &
Environmental
Security
Operations
Security
Communications
Security
System
Acquisition,
Development
& Maintenance
Supplier
Relationship
Information
Security
Incident
Management
Information
Security
Aspects of
Business
Continuity
Compliance
Source: Based on ISO
ISO/IEC 27001:2013

ITIL 4 has defined Four Dimensions of Service Management that are critical to the
effective and efficient delivery of value to customers and other stakeholders in the
form of products and services
Factors
Every dimension is affected
by multiple factors
Economical
factors
Political
factors
Environmental
factors
Social
factors
Legal
factors
Technological
factors
2
Information &
technology
1
Organizations
& people
Partners
& suppliers
3
Value streams
& processes
4
Products &
services
Value
Source: Based on AXELOS. Copyright AXELOS.
The Four Dimensions of Service Management

Scrum is an iterative and incremental agile software development framework for
managing software projects and product or application development
30
days
24
hours
Product
Backlog
Sprint
Backlog
Sprint
Daily Scrum
Working increment
of the product
Scrum Model

Operational Excellence Consulting is a management training and consulting
firm that assists organizations in improving business performance and
effectiveness. Based in Singapore, the firm’s mission is to create business
value for organizations through innovative design and operational excellence
management training and consulting solutions. For more information, please
visit www.oeconsulting.com.sg

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