45 canvases and 5 clarity statements — the instruments that turn twelve questions into a business plan, and a business plan into the operating plan that runs it. Every one is free to read in full: what it is for, how to run it, and a worked example.
Loading the library…
The sensemaking framework the whole method hangs from — where your organisation actually is, and what that stage asks of you as a leader.
4
The six stages every organisation climbs — and the predictable wall waiting at the edge of the one you are in.
5
Why there are twelve questions and not one set — leading toward the future while managing the present, and what happens when you overplay either.
6
Why change does not stick, and which level to work at so that it does — the four layers beneath a visible activity, from patterns down to values.
4
Move an idea from 'wouldn't it be good if' to something the business actually did.
18
Assemble the answers to the seven leadership questions into the business plan they were always adding up to.
19-27
The seven questions that turn a business from busy into clear — vision through goals.
19
Organizational Planning: Annual planning cycles and strategic reviews
1
Put words to the world you are trying to build — before you ask anyone to help you build it.
20
Get honest about the market you are really in — not the one on the pitch deck.
21
Describe the customer you're built for so precisely you'd recognise them in a room.
21
Decide what you are actually betting on — and what you are choosing not to do.
22
How the business creates value, delivers it, and captures some of it back — and how you know it is working.
23
Established businesses with clear value propositions and customer segments needing to document or refine their model
23
After completing a canvas (Business Model Canvas, Lean Canvas, or Reinvent Your Business Model)
23
Design what it is like to be your customer, end to end — not just what you sell them.
24
Say why a customer should choose you in one sentence that's actually true.
23
Early-stage startups with unvalidated business models
23
Pressure-test how you make money — before the market does it for you.
23
Design what it is like to work here, deliberately, instead of leaving it to chance.
25
Walk the path your customer actually takes — including the parts that quietly cost you them.
24
Decide what you promise every customer — and what it takes to keep it.
24
Map the employee journey the way you'd map a customer's — because it shapes everything they touch.
25
Make the promise to your people explicit — and worth keeping.
25
Name the forces actually shaping your culture — most of them aren't on the values poster.
25
Understand the people you're leading as clearly as the customers you're selling to.
25
Name the few things that matter this year, and what you are deliberately not doing.
26
Say why a great person should work here — and keep working here.
25
Turn values into the specific behaviours people can actually be held to.
25
New Role Creation: Building comprehensive descriptions for new positions within employee experience design
25
The five questions that hold execution together — plan, roles, goals, meetings and data.
12
Turn strategy into the one-page plan your team actually runs on — with the metrics that say whether it is working.
13
Map who owns which outcome, so accountability stops being a conversation about effort.
14
Set goals you can answer yes or no to on the last day of the quarter.
15
Design the operating rhythm — the meetings that move the business, and no others.
16
Choose the few numbers that tell you the truth about the business early enough to act.
17
Before any meeting you are responsible for
16
Every skill and system a team needs at each stage of its curve — the reference behind the Team Leadership Curves.
Assessing your current Sales team capabilities
9
Assessing your current Marketing team capabilities
8
See where your service team actually sits on the climb, and what the next stage will ask of it.
Assessing your current Finance team capabilities
10
Assessing your current IT team capabilities
12
People & Culture Team Leadership Curve
Plan the year for sales — the number, where it comes from, and the activity that has to happen to reach it.
9
Plan the year for marketing — who you are trying to reach, with what, and how you will know it worked.
8
Plan the year for the service function — what customers should experience after they buy, and who owns making it true.
Plan the year for the finance function — the numbers you are committing to, and what has to be true for them to happen.
10
Plan the year for technology — what you will build, buy and retire, and what the business gets for it.
12
Plan the year for the people function — who you need, what they need from you, and how the culture gets built on purpose.