Business and management
Management models and their limits
A management model organises a problem so people can examine it. Its usefulness depends on the question, assumptions and evidence available.
Business and management
A useful management framework makes a decision easier to examine. It should identify its assumptions and the evidence needed to challenge them. These notes are practical WCRC interpretation, not measured outcomes or recommendations for investing in a particular company.
10 reference guides
Business and management
Strategy and operating priorities
Strategy becomes operational when resource decisions reflect a clear choice. A long list of ambitions can conceal unresolved trade-offs.
Business and management
Business performance indicators
A performance indicator should help answer a defined operating question. A number can be accurate and still provide little guidance for the decision being discussed.
Business and management
Operating capacity and demand
Capacity planning links expected work with the resources needed to deliver it. Timing and readiness matter alongside total demand.
Business and management
Change management and decision ownership
Change management needs clear ownership of the decisions that affect work. Communication and training cannot resolve an authority gap on their own.
Business and management
Customer experience and handovers
Customer experience often crosses team boundaries. A well-run function can still contribute to a poor journey when information is lost at a handover.
Business and management
Risk ownership in everyday management
A risk becomes easier to manage when someone can identify its cause, consequences and response. A register alone does not assign practical authority.
Business and management
Innovation evidence and adoption
Innovation evidence should distinguish creating something new from people using it successfully. A launch, pilot and sustained adoption are different stages.
Business and management
Business case assumptions
A business case depends on assumptions about demand, cost and timing. Decision-makers need to see which assumptions have the greatest effect on the proposed outcome.
Business and management
Management review and follow-through
A review is useful when it produces a clear decision and a later check on what happened. Reporting activity alone can leave the original question unresolved.