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Attribute · Judgement

Choice

One value from a fixed set, where the set is not a lifecycle.

The type

What it is

Choice is the plain enumerated attribute: which horizon, which direction of growth, which language. It differs from Status only in that nothing progresses through it.

Its value is comparability. Two entries that chose from the same list can be counted together; two free-text answers cannot.

How it is recorded

One value from a named list, with the list stated where the attribute is used.

Examples

  • Horizon 2
  • New market, existing offer
  • English

The usual mistake

Adding an “other” option. It absorbs everything awkward and the list stops describing reality.

Shared across the framework

Where this type is used

974 places in the framework carry this type. Each names it locally; the definition stays here.

Goal Core49 places

  • LanguagePurpose · Reason for being · The purpose statement · The sentenceA translated purpose can shift in meaning; knowing the source settles disputes.
  • ConvergencePurpose · Reason for being · The laddering record · The rungsTwo consecutive rungs saying the same thing is the signal to stop.
  • InterestPurpose · Stakeholder rationale · The stakeholder map · The groupsHow much the organisation’s decisions affect them.
  • InfluencePurpose · Stakeholder rationale · The stakeholder map · The groupsHow much their views actually affect the organisation.
  • NaturePurpose · Stakeholder rationale · The stakeholder map · RelationshipsWhether the relationship is aligned, neutral or in tension.
  • FrequencyPurpose · Stakeholder rationale · The conflict register · The tensionHow often it arises in practice.
  • DefaultPurpose · Stakeholder rationale · The conflict register · The standing resolutionWhose interest takes precedence when both cannot be met.
  • ClassificationPurpose · Alignment · The cascade record · OrphansOperational necessity, legacy commitment, or unexplained.
  • DirectionPurpose · Integrity · The gap log · MovementNarrowing, unchanged or widening since then.
  • CadenceShort term goals · Quarterly objectives · The measure per objective · The readingHow often the indicator is read.
  • Cause typeShort term goals · Quarterly objectives · The review record · The reasoningEstimation, dependency, capacity, or external change.
  • KindShort term goals · Milestones · The milestone schedule · DependenciesInternal to the team, internal elsewhere, or external.
  • TypeShort term goals · Milestones · Completion criteria · The criteriaWhether it is a hard requirement or a target.
  • MethodShort term goals · Milestones · Completion criteria · The confirmationDemonstration, review, test result, or assurance.
  • Capacity sourceShort term goals · Quick wins · The candidate list · The costSpare capacity, new capacity, or borrowed from the main effort.
  • VisibilityShort term goals · Quick wins · The candidate list · The audienceHow obvious the result would be to them.
  • WeightShort term goals · Quick wins · Selection criteria · The testsWhether failing this test disqualifies or merely counts against.
  • ChannelShort term goals · Quick wins · The visibility plan · The channelsHow the message is delivered.
  • StrengthShort term goals · Leading indicators · The causal assumption · The evidenceTested, observed repeatedly, or assumed.
  • FrequencyShort term goals · Leading indicators · The tracking cadence · The rhythmHow often the reading is taken.
  • HorizonLong term goals · Growth horizons · The horizon map · The sortingDefends the core, builds what is next, or keeps an option open.
  • HorizonLong term goals · Growth horizons · Measures per horizon · The standardsWhich horizon this standard applies to.
  • CadenceLong term goals · Growth horizons · Measures per horizon · Review rhythmHow often this horizon is reviewed.
  • DirectionLong term goals · Direction of growth · The growth split · The quadrantsWhich of the four quadrants.
  • RatingLong term goals · Direction of growth · The risk rating · The ratingDone repeatedly, done once, or never done.
  • How closedLong term goals · Direction of growth · The risk rating · The capability gapBuild, hire, partner, or acquire.
  • ApproachLong term goals · Direction of growth · The learning list · The methodDesk research, interviews, survey, or live test.
  • DomainLong term goals · Assumptions and scenarios · The assumption register · The assumptionsCustomers, costs, technology, regulation or competition.
  • CadenceLong term goals · Assumptions and scenarios · Signposts · The watchHow often they check.
  • Effect on the askTactical goals · Cascade and catchball · The counter-proposals · What they sawWhether it makes the ask easier, harder or differently shaped.
  • KindTactical goals · Initiatives · The dependency list · The dependenciesInternal to the team, internal elsewhere, or external.
  • TypeTactical goals · Initiatives · The definition of done · The conditionsOutput, quality, or handover.
  • MethodTactical goals · Initiatives · The definition of done · The acceptanceDemonstration, review, or test result.
  • WhenTactical goals · Ownership · The responsibility split · InformedAt decision, at milestone, or at completion.
  • AvailabilityTactical goals · Resourcing · The resource estimate · The capabilityWidely held, held by few, or not currently held.
  • KindStrategic goals · Diagnosis · The evidence behind it · The sourcesMeasured, observed, reported, or inferred.
  • WatchedStrategic goals · Diagnosis · The evidence behind it · The falsifierWhether anyone is actually looking for it.
  • LikelihoodStrategic goals · Diagnosis · Rejected diagnoses · The conditionsHow plausible that condition is.
  • ReadingStrategic goals · Strategic themes · The causal map · The isolatesGenuinely independent, or operational work misplaced.
  • ReadingStrategic goals · Strategic themes · Orphaned goals · The classificationOperational, legacy commitment, or missing theme.
  • CategoryStrategic goals · Trade-offs · The exclusion list · The exclusionsMarket, customer, offer, or way of working.
  • CadenceStrategic goals · Trade-offs · Reopening conditions · The reviewHow often the list is reviewed.
  • Internal or externalStrategic goals · Horizon and measures · The primary measure · The indicatorWhether the organisation controls the measurement.
  • CadenceStrategic goals · Horizon and measures · Supporting measures · The reviewHow often the set is reviewed.
  • DistinguishingPurpose · Core values · The value set · The distinguishing testWhether a competitor could credibly claim the opposite.
  • EscalatedPurpose · Core values · The price paid · The decision makerWhether they had to ask, which is the more informative field.
  • ResponsePurpose · Core values · The enforcement record · The responseConversation, correction, consequence or none.
  • Performance consideredPurpose · Core values · The enforcement record · The responseWhether the person’s performance changed the response.
  • Matches intentPurpose · Core values · The enforcement record · The signalWhether that was the intended message.

Business Core217 places

  • CategoryHR · Workforce planning · The capability map · The capability listGrouping capabilities is what lets a gap in one area be seen as a pattern rather than an incident.
  • LevelHR · Workforce planning · The capability map · The depth recordThree people at novice level are not cover for one expert; the level is what stops that mistake.
  • RouteHR · Workforce planning · The gap analysis · The responseBuild, hire, contract or re-plan — naming the route is what makes the cost and timescale predictable.
  • Essential or desirableHR · Recruitment and selection · The role definition · The requirementsThe split is what keeps the desirable list from silently operating as a filter.
  • MethodHR · Recruitment and selection · The assessment design · The methodsWork sample, structured interview, reference or exercise — named so the process can be reviewed.
  • ScaleHR · Recruitment and selection · The assessment design · The criteriaA fixed scale makes scores comparable across candidates and across assessors.
  • Scoring orderHR · Recruitment and selection · The assessment design · The panelIndependent scores before discussion is what preserves the second opinion.
  • Level targetHR · Development · The development plan · The objectiveFrom where to where — without it, progress is a matter of opinion.
  • Stretch levelHR · Development · The assignment record · The stretchComfortable, stretching or beyond — stated so support can be matched to it.
  • Level reachedHR · Development · The capability check · The assessmentAgainst the same scale used in the depth record, so the map can be updated directly.
  • Voluntary or notHR · Retention and engagement · The turnover record · The departuresMixing the two produces a number that cannot be acted on.
  • SegmentHR · Retention and engagement · The turnover record · The segmentationWhich cut is being reported — team, tenure band, role or manager.
  • RegrettedHR · Retention and engagement · The turnover record · The regretted lossJudged at the time of departure, not reconstructed when the report is written.
  • Distribution shapeHR · Retention and engagement · The engagement read · The resultDistinguishes a moderate middle from a polarised split with the same average.
  • ConfidentialityHR · Retention and engagement · The exit findings · The interviewWhat the leaver was told about how this would be used, which must then hold.
  • Reason categoryHR · Retention and engagement · The exit findings · The stated reasonsA fixed set is what allows counting across departures.
  • Job typeValue Proposition · Customer jobs and pains · The job statement · The jobFunctional, social or emotional — most purchases involve more than one, and only the first is usually written down.
  • Pain typeValue Proposition · Customer jobs and pains · The pain list · The painUndesired outcome, obstacle or risk — these call for different kinds of answer.
  • FrequencyValue Proposition · Customer jobs and pains · The pain list · The severityHow often it occurs, which combines with severity to produce the real ranking.
  • Satisfaction with itValue Proposition · Customer jobs and pains · The pain list · The workaroundA tolerated workaround is a much harder sale than a resented one.
  • Gain typeValue Proposition · Customer jobs and pains · The gain list · The gainFunctional, social or emotional — the last two decide more purchases than they are credited with.
  • LevelValue Proposition · Customer jobs and pains · The gain list · The expectation levelRequired, expected, desired or unexpected — the field that decides where investment pays.
  • Evidence typeValue Proposition · Customer jobs and pains · The gain list · The willingnessObserved trade-off, stated preference or assumption — the three are not comparable.
  • Item typeValue Proposition · The offer · The offer inventory · The itemsProduct, service, support, access or term — the categories that get forgotten differ by type.
  • Standard or optionalValue Proposition · The offer · The offer inventory · The included elementsDistinguishes what everyone receives from what is negotiated case by case.
  • Risk holderValue Proposition · The offer · The offer inventory · The termsWhich side carries the risk this term creates — usually the reason it is valued.
  • Relieves or createsValue Proposition · The offer · The value map · The linkWhether this removes a pain or produces a gain — different claims, different evidence.
  • StrengthValue Proposition · The offer · The value map · The strengthComplete, substantial or partial — stated so the pitch matches the experience.
  • Served elsewhereValue Proposition · The offer · The unmatched list · The unmet needsWhether a competitor addresses it, which changes the decision entirely.
  • Alternative typeValue Proposition · Differentiation · The alternative set · The alternativesDirect, substitute, in-house or nothing — the last is the one usually missing.
  • Relative positionValue Proposition · Differentiation · The alternative set · The comparisonBetter, comparable or worse — recorded honestly, including where it is worse.
  • ResultValue Proposition · Differentiation · The difference statement · The substitution testWhether the rival could say it, could not, or could but does not.
  • Claim typeValue Proposition · Proof · The claim inventory · The claimPerformance, comparison, compliance or outcome — each has a different evidence bar.
  • ChannelValue Proposition · Proof · The claim inventory · The channelsWebsite, deck, contract, verbal or advertising — verbal is the one usually missing.
  • Evidence typeValue Proposition · Proof · The proof set · The evidenceMeasurement, customer reference, certification, audit or demonstration.
  • MatchValue Proposition · Proof · The proof set · The strength matchSufficient, marginal or insufficient — with insufficient requiring an action.
  • Exposure typeValue Proposition · Proof · The gaps · The exposureReputational, commercial, contractual or regulatory.
  • DecisionValue Proposition · Proof · The gaps · The decisionProve, soften or withdraw — the fourth option is chosen by not deciding.
  • Metric familyMonetisation · Revenue model · The metric decision · The metricPer seat, per usage, per outcome, flat or hybrid — each shapes behaviour differently.
  • Tracking qualityMonetisation · Revenue model · The metric decision · The value trackingStrong, partial or weak — an honest reading rather than an aspiration.
  • AlignmentMonetisation · Revenue model · The metric decision · The behaviour checkWhether the taught behaviour serves both sides or only one.
  • Designed or inheritedMonetisation · Revenue model · The stream map · The streamsWhether anyone chose this stream, which is often the more interesting field.
  • RecurrenceMonetisation · Revenue model · The stream map · The recurrenceOne-off, repeating or usage-based — each has a different planning value.
  • Dependency typeMonetisation · Revenue model · The stream map · The dependenciesGateway, attachment or consequence — different implications for pricing each.
  • AlignmentMonetisation · Revenue model · The incentive check · The internal incentiveWhether the rewarded behaviour also serves the customer.
  • EscalationMonetisation · Pricing · The discount policy · The authorityWhat happens above the limit, so exceptions have a route rather than an argument.
  • Exchange typeMonetisation · Pricing · The discount policy · The exchangeCommitment, volume, terms or reference — the thing received in return.
  • Cost typeMonetisation · Margin structure · The cost to serve model · The direct costsMaterials, infrastructure, licence or transaction.
  • Varies withMonetisation · Margin structure · The cost to serve model · The direct costsWhat drives it — volume, users or usage.
  • Recurring or one-offMonetisation · Margin structure · The cost to serve model · The service costsOnboarding cost amortises; ongoing support does not.
  • BasisMonetisation · Margin structure · The cost to serve model · The allocation basisRevenue, headcount, activity or usage — the choice that shapes the answer.
  • Unit of analysisMonetisation · Margin structure · The contribution analysis · The contributionCustomer, product, segment or channel — each view suggests different action.
  • ResponseMonetisation · Margin structure · The contribution analysis · The responseReprice, re-serve, exit or accept — accepting is legitimate when the customer serves another purpose.
  • Cost behaviourMonetisation · Margin structure · The scale model · The cost splitFixed, variable or stepped — the third is the one that breaks forecasts.
  • DirectionMonetisation · Margin structure · The scale model · The trajectoryImproving, flat or deteriorating — the answer the model exists to produce.
  • CategoryMonetisation · Revenue quality · The revenue split · The categoriesContracted, repeating or one-off, defined once and held stable.
  • Concentration typeMonetisation · Revenue quality · The concentration measure · The other concentrationsChannel, market, sector or partner.
  • Expansion sourceMonetisation · Revenue quality · The retention record · The expansionUsage growth, upgrade, cross-sell or price increase — not equivalent.
  • Reason categoryMonetisation · Revenue quality · The retention record · The loss reasonsCompetitor, budget, dissatisfaction, changed need or ceased trading.
  • DomainCore Competencies · Identification · The candidate list · The candidatesWhere it operates — production, market, technical or organisational.
  • LevelCore Competencies · Identification · The candidate list · The level checkToo broad, workable or too narrow — assessed before testing begins.
  • Relative resultCore Competencies · Identification · The evidence file · The comparisonBetter, comparable or worse — the field that separates competence from convention.
  • Support levelCore Competencies · Identification · The self-image gap · The supportedSupported, partly supported or unsupported.
  • ActionCore Competencies · Identification · The self-image gap · The correctionNarrow, drop, build or keep as ambition.
  • TestCore Competencies · Testing for advantage · The test results · The questionsValuable, rare, hard to imitate or organised to exploit.
  • AnswerCore Competencies · Testing for advantage · The test results · The questionsYes, partly or no — “partly” is the honest answer more often than the framework suggests.
  • Failed onCore Competencies · Testing for advantage · The test results · The failuresWhich test — this determines the appropriate response.
  • Internal or externalCore Competencies · Testing for advantage · The test results · The assessorsExternal assessment changes the answers materially and is rarely used.
  • Threat typeCore Competencies · Testing for advantage · The clock · The threatsImitation, substitution, regulation or shift in need.
  • RouteCore Competencies · Building · The route decision · The optionsBuild, buy, partner or hire.
  • What remainsCore Competencies · Building · The route decision · The retentionEverything, partially, or nothing if the arrangement ends.
  • Chosen routeCore Competencies · Building · The route decision · The decisionThe decision itself.
  • Held inCore Competencies · Building · The absorption check · The holdingPeople, process, system or documentation.
  • DepthCore Competencies · Building · The absorption check · The holdingWhether holders could teach it, apply it, or only follow it.
  • Dependency typeCore Competencies · Protecting · The dependency map · The dependenciesPerson, system, relationship, supplier or knowledge.
  • Internal or externalCore Competencies · Protecting · The dependency map · The dependenciesExternal dependencies are the ones most often missed and hardest to control.
  • ImpactCore Competencies · Protecting · The dependency map · The criticalityStops, degrades or inconveniences.
  • MethodCore Competencies · Protecting · The embedding record · The embedding workDocumentation, cross-training, process design or tooling.
  • Direction of concernCore Competencies · Protecting · The erosion watch · The indicatorsWhether a rise or a fall is the warning.
  • CategoryBusiness Assets · Asset register · The register · The entryThe classification, which must accommodate intangibles from the outset.
  • Intangible typeBusiness Assets · Asset register · The intangible schedule · The intangiblesData, documentation, digital property, model or accumulated configuration.
  • ReplaceableBusiness Assets · Asset register · The intangible schedule · The replacement costWhether it could be rebuilt at all, which some accumulated assets cannot.
  • Discrepancy typeBusiness Assets · Asset register · The review record · The discrepanciesMissing, unrecorded, misplaced or wrongly owned.
  • Right typeBusiness Assets · Intellectual property · The IP schedule · The assetsTrademark, patent, design, copyright, database right or trade secret.
  • Assignment statusBusiness Assets · Intellectual property · The ownership evidence · The contractor positionAssigned before, assigned after, licensed only, or nothing signed.
  • Restriction typeBusiness Assets · Intellectual property · The licence obligations · The restrictionsAttribution, distribution, modification, disclosure or field of use.
  • PatternBusiness Assets · Utilisation · The utilisation measure · The readingEven, peaked or intermittent — a peaked asset at fifty per cent is fully used half the time.
  • StrictnessBusiness Assets · Utilisation · The utilisation measure · The definition of useAllocated, accessed or actively used — three very different numbers.
  • DirectionBusiness Assets · Utilisation · The target set · The varianceAbove or below, which call for opposite responses.
  • DecisionBusiness Assets · Utilisation · The idle list · The decisionShare, redeploy, dispose or retain deliberately.
  • ConditionBusiness Assets · Lifecycle · The replacement schedule · The conditionGood, serviceable or deteriorating.
  • MethodBusiness Assets · Lifecycle · The disposal procedure · The data stepWipe, destroy, migrate or return — each with different evidence.
  • Obligation typeBusiness Assets · Lifecycle · The disposal procedure · The obligationsRegulatory, environmental, contractual or lease return.
  • PrevalenceOperational Systems · Process design · The current-state map · The workaroundsWhether it is universal or occasional — universal means the process is simply wrong.
  • Wait typeOperational Systems · Process design · The time analysis · The waiting timeQueue, approval, information, batch or resource.
  • ConsequenceOperational Systems · Tooling · The tool inventory · The overlapsCost duplication, data fragmentation or both — the second is the expensive one.
  • Essential or desirableOperational Systems · Tooling · The fit assessment · The requirementsThe split that determines whether fit or features wins.
  • Fit levelOperational Systems · Tooling · The fit assessment · The fitMeets, partly meets or does not meet.
  • SeverityOperational Systems · Tooling · The fit assessment · The process compromisesWhether it is a minor accommodation or a material change to how work is done.
  • DestinationOperational Systems · Tooling · The retirement plan · The migrationWhere it goes, or whether it is archived rather than moved.
  • Check typeOperational Systems · Standards and quality · The standard · The conditionsMeasured, observed or judged — the last named honestly rather than disguised.
  • Out of tolerance actionOperational Systems · Standards and quality · The standard · The toleranceWhat happens when output falls outside it.
  • Check typeOperational Systems · Standards and quality · The check points · The checkerSelf, peer, independent or automated.
  • Action on failureOperational Systems · Standards and quality · The check points · The failure pathRework, reject, escalate or accept with note.
  • SeverityOperational Systems · Standards and quality · The defect record · The defectConsequence-based rather than attention-based.
  • Cause categoryOperational Systems · Standards and quality · The defect record · The patternA fixed set, since free text cannot be aggregated.
  • Outside variationOperational Systems · Continuous improvement · The measurement · The after readingWhether the move exceeds normal variation, which is what makes it an effect.
  • PlausibilityOperational Systems · Continuous improvement · The measurement · The confoundersWhether it could account for the result.
  • MethodOperational Systems · Continuous improvement · The updated standard · The communicationHow — briefing, notification or training, matched to the size of the change.
  • Need typePartners · Partner selection · The partnership case · The needCapability, market access, capacity, credibility or cost.
  • AlternativePartners · Partner selection · The partnership case · The alternativesBuild, buy, hire or do without.
  • AlignmentPartners · Partner selection · The selection criteria · The incentive questionStrong, partial or weak — assessed rather than assumed.
  • WaivablePartners · Partner selection · The selection criteria · The disqualifiersWhether it can be waived and by whom, which should usually be nobody.
  • Check typePartners · Partner selection · The due diligence record · The checksFinancial, capability, regulatory, insurance or reference.
  • BasisPartners · The agreement · The commercial terms · The pricing basisFixed, time, volume or outcome — each creates a different partner incentive.
  • TriggerPartners · The agreement · The commercial terms · The payment termsOn invoice, on milestone or on acceptance.
  • GroundsPartners · The agreement · The exit terms · The noticeConvenience, cause or change of control.
  • FormatPartners · Governance · The meeting rhythm · The cadenceWhether it is a working session or a review.
  • Either sidePartners · Governance · The escalation path · The triggerWhether both sides can escalate, which they should be able to.
  • MetPartners · Value review · The performance record · The deliveryMet, partly met or missed.
  • MetPartners · Value review · The performance record · The own performanceWhether it was delivered.
  • TrendPartners · Value review · The full cost · The switching costWhether it is rising, which describes a relationship becoming less negotiable.
  • VerdictPartners · Value review · The decision · The assessmentDelivered, partly delivered or did not deliver.
  • OptionPartners · Value review · The decision · The optionsRenew, renegotiate or exit.
  • DecisionPartners · Value review · The decision · The outcomeWhat was decided.
  • RepresentedStakeholders · Identification · The stakeholder list · The partiesWhether the group has a representative or must be engaged collectively.
  • DirectionStakeholders · Identification · The stakeholder list · The directionAffects, is affected, or both.
  • Power typeStakeholders · Identification · The influence map · The powerFormal, economic, informational or social.
  • LevelStakeholders · Identification · The influence map · The powerHigh, moderate or low, held alongside the concrete description.
  • BasisStakeholders · Identification · The influence map · The legitimacyContractual, legal, affected-party or moral.
  • StrengthStakeholders · Identification · The influence map · The legitimacyHow strong the claim is, judged on its basis rather than on their power.
  • Divergence typeStakeholders · Identification · The influence map · The divergencesPowerful without claim, or legitimate without power.
  • Trigger typeStakeholders · Identification · The review trigger · The triggersMarket, product, regulatory, structural or incident.
  • ContextStakeholders · Expectations · The expectation record · The establishmentFormal review, meeting, correspondence or informal conversation.
  • PositionStakeholders · Expectations · The expectation record · The response positionWill meet, will partly meet, will not meet, or undecided.
  • Conflict levelStakeholders · Expectations · The conflict register · The conflictPosition or interest — the second is the real one.
  • TypeStakeholders · Expectations · The conflict register · The conflictAbsolute or a matter of degree.
  • ApproachStakeholders · Expectations · The conflict register · The handlingPrioritise, compromise, sequence or accept non-service.
  • InformedStakeholders · Expectations · The conflict register · The unservedWhether they have been told, which is usually not.
  • LevelStakeholders · Engagement · The engagement level · The levelInform, consult, involve or decide with.
  • Matches actualStakeholders · Engagement · The engagement level · The declarationWhether the declared level is the one being operated.
  • MechanismStakeholders · Engagement · The method · The mechanismSurvey, briefing, workshop, interview or standing seat.
  • TimingStakeholders · Engagement · The method · The frequencyContinuous, at decision points, or on request.
  • ChannelStakeholders · Engagement · The feedback loop · The decision reportHow it was returned, ideally the channel the input arrived through.
  • UsedStakeholders · Engagement · The feedback loop · The input useAdopted, partly adopted or not adopted.
  • RevisitableStakeholders · Engagement · The feedback loop · The not adoptedWhether it could be reconsidered later and under what condition.
  • ObligationStakeholders · Reporting · The reporting schedule · The recipientsWhether the report is contractual, regulatory or voluntary.
  • DirectionStakeholders · Reporting · The report content · The changesWhether it moved favourably or not, stated plainly.
  • Trigger typeStakeholders · Reporting · The disclosure rule · The triggersRegulatory, contractual or discretionary.
  • Interim reportingStakeholders · Reporting · The disclosure rule · The timingWhether a partial report is required before the full picture exists.
  • Mismatch typeFinance · Budgeting · The strategy check · The mismatchesUnfunded priority or unexplained funding.
  • Cumulative or periodFinance · Budgeting · The variance record · The varianceWhich basis, since lumpy spend needs the cumulative view.
  • Cause typeFinance · Budgeting · The variance record · The causeVolume, price, rate, timing or decision.
  • ActionFinance · Budgeting · The variance record · The responseNone, corrective, or update the forecast.
  • PermanenceFinance · Budgeting · The variance record · The responseTiming or permanent, which determines whether the forecast changes.
  • ChangedFinance · Forecasting · The forecast · The assumptionsWhether it moved since the last forecast, which explains the update.
  • DirectionFinance · Forecasting · The accuracy record · The biasConsistently over, consistently under, or unbiased.
  • EffectFinance · Forecasting · The accuracy record · The correctionWhether accuracy improved afterwards.
  • FlexibilityFinance · Cash flow · The cash forecast · The outflowsWhether the payment can be moved, which is what matters in a tight week.
  • TypeFinance · Cash flow · The conversion cycle · The inventory daysPhysical inventory or unbilled work in progress.
  • TrendFinance · Cash flow · The runway · The burnWhether burn is rising, which changes the runway calculation materially.
  • UsedFinance · Financial reporting · The reporting pack · The contentsWhether recipients actually use it, established by asking.
  • Detail levelFinance · Financial reporting · The reporting pack · The audiencesSummary, management or operational.
  • PurposeFinance · Financial reporting · The reporting pack · The separationManagement or statutory.
  • ReconciledFinance · Financial reporting · The reporting pack · The separationWhether a reconciliation exists, which it should.
  • True-upFinance · Financial reporting · The close calendar · The estimatesHow the estimate is corrected in the following period.
  • DeliberateSupply Chain · Sourcing · The concentration position · The rationaleWhether it was chosen or accumulated.
  • Alternatives existSupply Chain · Sourcing · The concentration position · The rationaleWhether other sources are available at all.
  • TrendSupply Chain · Sourcing · The concentration position · The switching costWhether the cost is rising, which describes a relationship becoming less negotiable.
  • Node typeSupply Chain · Logistics · The network · The nodesWarehouse, consolidation point, cross-dock or third-party facility.
  • ModeSupply Chain · Logistics · The network · The routesRoad, rail, sea or air.
  • TrendSupply Chain · Logistics · The lead time record · The variabilityWhether variability is rising, which is an early warning.
  • ModeSupply Chain · Logistics · The cost per movement · The freight costWhich transport mode.
  • StateSupply Chain · Inventory · The stock position · The quantitiesAvailable, allocated, in transit or quarantined.
  • BasisSupply Chain · Inventory · The stock position · The valuationCost, replacement or net realisable value.
  • ClassificationSupply Chain · Inventory · The ageing report · The movement rateFast, slow, or no movement.
  • DispositionSupply Chain · Inventory · The ageing report · The dispositionDiscount, return, repurpose or write off.
  • TypeSupply Chain · Resilience · The failure points · The pointsSupplier, facility, route, system or person.
  • ReadinessSupply Chain · Resilience · The tested response · The alternativesQualified, identified only, or theoretical.
  • Test typeSupply Chain · Resilience · The tested response · The rehearsalTabletop, partial activation or full test.
  • AddressableManufacturing Operations · Capacity planning · The capacity model · The deductionsWhether it could be reduced, which separates changeover from maintenance.
  • Committed or forecastManufacturing Operations · Capacity planning · The demand plan · The volumesWhether it is ordered or expected.
  • ResponseManufacturing Operations · Capacity planning · The demand plan · The peaksBuild for it, level it, or accept delay.
  • AdequateManufacturing Operations · Capacity planning · The demand plan · The horizon checkWhether the first exceeds the second, which is the whole check.
  • StrategyManufacturing Operations · Capacity planning · The capacity decision · The strategyLead, lag or match demand.
  • OptionManufacturing Operations · Capacity planning · The capacity decision · The optionsOvertime, shift, outsource or invest.
  • TrendManufacturing Operations · Production flow · The flow measure · The throughputDirection over recent periods.
  • CriticalityManufacturing Operations · Quality management · The specification · The characteristicsCritical, major or minor, which determines the control applied.
  • VerifiedManufacturing Operations · Quality management · The specification · The measurement methodWhether measurement agreement has been tested between operators.
  • StableManufacturing Operations · Quality management · The capability measure · The stabilityWhether output behaves consistently over time.
  • Cause categoryManufacturing Operations · Quality management · The root cause record · The investigationMethod, machine, material, measurement, environment or people.
  • Action typeManufacturing Operations · Quality management · The root cause record · The corrective actionProcess, tooling, check or training — the first three are durable.
  • Failure patternManufacturing Operations · Maintenance · The maintenance regime · The failure behaviourWear-related, random, or infant mortality.
  • Gives warningManufacturing Operations · Maintenance · The maintenance regime · The failure behaviourWhether failure is preceded by a detectable change.
  • Consequence typeManufacturing Operations · Maintenance · The maintenance regime · The consequenceProduction, safety, quality or environmental.
  • At constraintManufacturing Operations · Maintenance · The maintenance regime · The consequenceWhether the asset is the constraint, which multiplies the consequence.
  • RegimeManufacturing Operations · Maintenance · The maintenance regime · The regimePreventive, condition-based or run-to-failure.
  • ProtectedManufacturing Operations · Maintenance · The schedule · The windowWhether the window is in the production plan or only in the maintenance plan.
  • HeldManufacturing Operations · Maintenance · The schedule · The sparesWhether it is on the shelf.
  • Cause categoryManufacturing Operations · Maintenance · The downtime record · The causesA fixed set, short enough to be used consistently.
  • PreventableManufacturing Operations · Maintenance · The downtime record · The causesWhether the regime should have caught it.
  • Obligation typeCompliance · Regulatory mapping · The obligations register · The obligationsStatutory, regulatory, contractual or standard.
  • CertaintyCompliance · Regulatory mapping · The obligations register · The jurisdictionsWhether applicability is clear or has been assessed as likely.
  • TypeCompliance · Controls · The control set · The controlsPreventive or detective.
  • AutomatedCompliance · Controls · The control set · The designSystem-enforced, system-assisted or manual.
  • TrainingCompliance · Controls · The control owner · The competenceWhether operators have been trained on this control specifically.
  • In handover processCompliance · Controls · The control owner · The successionWhether control ownership is part of the leaver checklist.
  • GeneratedCompliance · Controls · The evidence trail · The artefactAutomatically by operating, or created separately.
  • IndependenceCompliance · Monitoring · The monitoring plan · The independenceIndependent, peer or self-assessment.
  • Selection methodCompliance · Monitoring · The test record · The sampleRandom, risk-targeted or convenience.
  • MethodCompliance · Monitoring · The test record · The methodInspection, re-performance, observation or enquiry.
  • SeverityCompliance · Monitoring · The findings log · The findingBased on consequence, not on effort to fix.
  • CategoryCompliance · Incident response · The incident definition · The definitionData, safety, quality, regulatory or operational.
  • Near miss includedCompliance · Incident response · The incident definition · The definitionWhether near misses qualify, which they should.
  • LevelCompliance · Incident response · The incident definition · The severity levelsThe severity grade.
  • Failure typeCompliance · Incident response · The post-incident review · The causeControl absent, control failed, or control bypassed.
  • Notifications on timeCompliance · Incident response · The post-incident review · The response assessmentWhether deadlines were met.

Brand Core106 places

  • LanguageBrand promise · The promise · The commitment · The sentenceA translated promise can commit to something slightly different; knowing the source settles disputes.
  • Stated whereBrand promise · The promise · The boundary · The exclusionsWhether the exclusion appears alongside the promise or only in the terms.
  • Within customer controlBrand promise · The promise · The boundary · The conditionsConditions the customer cannot influence read as get-outs.
  • Held or being builtBrand promise · The promise · The origin · The capability basisWhether the capability exists now or is a commitment made ahead of it.
  • Scales withBrand promise · Deliverability · The cost to keep · The marginal costWhat drives the frequency — volume, season or customer mix.
  • FrequencyBrand promise · Deliverability · The breaking point · The conditionsHow often it occurs, which is what distinguishes a design problem from a contingency.
  • TrendBrand promise · Deliverability · The breaking point · The headroomWhether headroom is shrinking, which is the early warning.
  • ChannelBrand promise · Communication · The statements · The placementsWebsite, sales material, contract, packaging or automated message.
  • MatchesBrand promise · Communication · The statements · The wording checkIdentical, paraphrased or stronger than agreed.
  • AmbiguityBrand promise · Communication · The expectation set · The stated expectationWhere the wording admits a more generous reading than intended.
  • ConsistentBrand promise · Communication · The expectation set · The implicit signalsWhether it supports or contradicts the stated promise.
  • Cause categoryBrand promise · Keeping it · The failure record · The causesA fixed set, including “promise too wide”.
  • Proportionate toBrand promise · Keeping it · The recovery · The responseWhat determines the level — severity, customer value or fixed.
  • OutcomeBrand promise · Keeping it · The recovery · The recovery outcomeRetained, retained with reduced spend, or lost.
  • Current or aspiredBrand Identity · Brand personality · The traits · The evidenceWhether this is true now or is a commitment, which changes how it is used.
  • FrequencyBrand Identity · Brand personality · The behavioural rules · The situationsHow often it occurs, which determines whether a rule is worth writing.
  • DefaultBrand Identity · Brand personality · The behavioural rules · The judgement casesWhich way to err when nobody is available.
  • ScopeBrand Identity · Brand personality · The exclusions · The avoidedWhether it applies everywhere or only in certain channels.
  • Asset typeBrand Identity · Visual system · The distinctive assets · The assetsColour, shape, logo, typeface, character, sound or layout.
  • Change authorityBrand Identity · Visual system · The distinctive assets · The protectionWho can alter it, which should be very few people.
  • Applies toBrand Identity · Visual system · The specifications · The constructionWhich asset or context the rule covers.
  • FrequencyBrand Identity · Visual system · The application rules · The hard casesHow often this case arises, which sets how carefully it is specified.
  • ScopeBrand Identity · Verbal system · The tone of voice · The rulesWhere it applies, since contracts and support replies differ legitimately.
  • StrictnessBrand Identity · Verbal system · The tone of voice · The rulesWhether it is a rule or a default that can be departed from.
  • AdoptedBrand Identity · Verbal system · The vocabulary · The customer wordsWhether the organisation switched to it, kept its own, or uses both.
  • PatternBrand Identity · Verbal system · The naming rules · The patternDescriptive, coined or master brand plus descriptor.
  • CheckBrand Identity · Verbal system · The naming rules · The checksTrademark, domain, linguistic or internal collision.
  • FormatsBrand Identity · Consistency · The asset library · The contentsWhich file formats are available.
  • Risk levelBrand Identity · Consistency · The approval route · The scopeWhat is at stake if it goes out wrong.
  • ChannelsBrand Identity · Consistency · The audit · The sampleWhich channels were sampled, including the unglamorous ones.
  • Finding typeBrand Identity · Consistency · The audit · The findingsWhich part of the system was departed from.
  • TypeBrand Identity · Consistency · The audit · The correctionsMaterial corrected, asset added, or guideline revised.
  • DistanceBrand Positioning · Frame of reference · The category · The distanceClose, adjacent or entirely different.
  • ResponseBrand Positioning · Frame of reference · The category · The distanceAccept the customer category, or attempt to reframe.
  • Alternative typeBrand Positioning · Frame of reference · The comparison set · The alternativesDirect, substitute, internal or inaction.
  • TypeBrand Positioning · Points of difference · The parity points · The requirementsFunctional, commercial, credibility or compliance.
  • Actually meetsBrand Positioning · Points of difference · The parity points · The standingWhether the brand genuinely satisfies the requirement.
  • Believed to meetBrand Positioning · Points of difference · The parity points · The standingWhether buyers think so, which is what governs elimination.
  • TestBrand Positioning · Points of difference · The differences · The three testsRelevance, deliverability or defensibility.
  • ResultBrand Positioning · Points of difference · The differences · The three testsPasses, marginal or fails.
  • Evidence typeBrand Positioning · Points of difference · The differences · The reason to believeCapability, track record, structural or verified.
  • PartBrand Positioning · The positioning statement · The statement · The four partsWhich of the four.
  • TimingBrand Positioning · The positioning statement · The statement · The usageAt the decision or at the review, which determines whether it has influence.
  • Basis typeBrand Positioning · The positioning statement · The reason to believe · The basisCapability, asset, track record, structural or verified.
  • StrengthBrand Positioning · The positioning statement · The reason to believe · The verificationExternal, internal measurement, or assertion.
  • Trigger typeBrand Positioning · The positioning statement · The version record · The reasonMarket, competitive, capability or internal.
  • TypeBrand Positioning · Brand architecture · The portfolio map · The namesMaster brand, product, feature, acquired or legacy.
  • OriginBrand Positioning · Brand architecture · The portfolio map · The namesChosen, inherited or escaped from internal use.
  • RelationshipBrand Positioning · Brand architecture · The portfolio map · The relationshipsBranded house, endorsed, sub-brand or standalone.
  • Customer connectsBrand Positioning · Brand architecture · The portfolio map · The relationshipsWhether customers actually make the link.
  • ModelBrand Positioning · Brand architecture · The relationship rule · The modelBranded house, endorsed, sub-brand or house of brands.
  • Endorsement levelBrand Positioning · Brand architecture · The relationship rule · The endorsementHow prominently the master brand appears.
  • RequiredBrand Positioning · Brand architecture · The relationship rule · The standalone testWhether all criteria must hold or any one is sufficient.
  • TypeBrand Positioning · Brand architecture · The case per brand · The justificationAudience, promise, risk or acquired equity.
  • DecisionBrand Positioning · Brand architecture · The case per brand · The decisionKeep, merge or retire.
  • DiagnosisBrand Value · Awareness · The recall measure · The gapKnown but not retrieved, or simply not known.
  • TrendBrand Value · Awareness · The situations · The coverageWhether coverage is widening or narrowing.
  • In set sinceBrand Value · Awareness · The comparison · The competitor setWhether they were in the previous wave, since additions break comparability.
  • Relative directionBrand Value · Awareness · The comparison · The relative trendGaining, holding or losing against the category.
  • DiagnosisBrand Value · Associations · The association set · The overlapNot communicated, communicated and not retained, or communicated and rejected.
  • TrendBrand Value · Associations · The scoring · The strengthWhether it is strengthening or fading.
  • FavourabilityBrand Value · Associations · The scoring · The favourabilityPositive, neutral or negative for this audience.
  • UniquenessBrand Value · Associations · The scoring · The uniquenessUnique, shared with a few, or category-wide.
  • DirectionBrand Value · Associations · The unintended · The unplannedPositive, neutral or negative.
  • Still activeBrand Value · Associations · The unintended · The originWhether the source is ongoing or historical.
  • ResponseBrand Value · Associations · The unintended · The responseAccept, counter or adopt.
  • StrengthBrand Value · Loyalty · The attitude · The preferenceClear preference, mild preference or indifference.
  • SpecificityBrand Value · Loyalty · The attitude · The switching questionPrecise, vague, or cannot think of anything — the first is the warning.
  • Lock-in typeBrand Value · Loyalty · The lock-in · The sourcesContractual, technical, data, process or habit.
  • ApproachBrand Value · Valuation · The method · The approachIncome, market or cost based.
  • ReuseBrand Value · Valuation · The valuation · The purposeWhether it may be used for other purposes, which is usually no.
  • RecognisedBrand Value · Valuation · The valuation · The accounting positionWhether the brand appears on the balance sheet.
  • Question typeBrand Perception · Measuring perception · The instrument · The questionsOpen, scale or forced choice.
  • TrendBrand Perception · Measuring perception · The reading · The response rateWhether the rate is falling, which changes who is represented.
  • DirectionBrand Perception · Measuring perception · The limits · The known biasesWhether it flatters or alarms.
  • MethodBrand Perception · Measuring perception · The limits · The second methodWhich additional method is used or would be.
  • DirectionBrand Perception · The identity–image gap · The comparison · The distanceClaimed and not returned, or returned and not claimed.
  • Identity accurateBrand Perception · The identity–image gap · The diagnosis · The identity checkWhether the stated identity still describes the organisation.
  • Behaviour affectedBrand Perception · The identity–image gap · The priority gaps · The consequenceWhat the misperception stops people doing.
  • DecisionBrand Perception · The identity–image gap · The priority gaps · The decisionClose, accept or change the intent.
  • TypeBrand Perception · Segment differences · The differences · The explanationExperience, exposure, self-selection or differing needs.
  • AddressableBrand Perception · Segment differences · The differences · The explanationWhether anything can be done about it.
  • DirectionBrand Perception · Segment differences · The internal reading · The confidence gapWhether the organisation over- or under-estimates its standing.
  • AdjacencyBrand Perception · Shifting perception · The target perception · The target beliefWhether this is a shift or a reversal, since only the first is realistic.
  • TypeBrand Perception · Shifting perception · The disconfirming evidence · The evidencePrice, product, interaction, association or demonstration.
  • Measure typeBrand Perception · Shifting perception · The horizon · The checkpointsLeading or lagging, since only leading measures move early.
  • About the companyBrand Narrative · The story · The narrative · The subjectWhether the subject is the organisation itself, which weakens it.
  • TypeBrand Narrative · The story · The tension · The difficultyA wrong turn, a constraint, a refusal or a near failure.
  • TellableBrand Narrative · The story · The tension · The difficultyWhether it can be told without undermining current standing.
  • MagnitudeBrand Narrative · The story · The tension · The stakeHow serious, honestly rather than dramatically.
  • Intended as centralBrand Narrative · The story · The retelling test · The survivalsWhether the organisation considered this the important part.
  • TypeBrand Narrative · The story · The retelling test · The lossesOmitted or altered, which mean different things.
  • Evidence strengthBrand Narrative · Message architecture · The supporting messages · The evidenceSufficient, marginal or absent.
  • RelationshipBrand Narrative · Message architecture · The supporting messages · The relationshipEvidences, answers an objection, or extends.
  • Promotion candidateBrand Narrative · Message architecture · The supporting messages · The relationshipWhether it is consistently outperforming and should be reconsidered.
  • TypeBrand Narrative · Message architecture · The audience variants · The invariantsFact, commitment or claim.
  • Comfortable to sayBrand Narrative · The tellers · The internal version · The short versionWhether people will actually use it, tested rather than assumed.
  • CoveredBrand Narrative · The tellers · The internal version · The hard questionsWhether guidance exists at all for this question.
  • CompatibleBrand Narrative · The tellers · The variance check · The spreadWhether the versions conflict or merely differ.
  • ResponseBrand Narrative · The tellers · The variance check · The responseRedistribute, rewrite, or adopt the version being told.
  • TypeBrand Narrative · The tellers · The external tellers · The carriersCustomer, partner, analyst or media.
  • UsableBrand Narrative · The tellers · The external tellers · The equipmentWhether it is in a form they would actually use.
  • Matches intendedBrand Narrative · The tellers · The external tellers · The actual tellingWhether it reflects the intended narrative.
  • Change frequencyBrand Narrative · Evolution · The fixed parts · The movableHow often it is expected to move.
  • TypeBrand Narrative · Evolution · The change record · The promptBusiness change, audience change, acquisition or leadership.
  • Continuity keptBrand Narrative · Evolution · The change record · The transitionWhether the old narrative was carried forward or replaced.

Vision Core45 places

  • VerifiableVision Statement · The statement · The future state · The conditionWhether an outsider could tell if it had happened, which is the design test.
  • Previous outcomeVision Statement · The statement · The future state · The versionReached, abandoned or overtaken — three different things.
  • Overlaps horizonVision Statement · The statement · The horizon · The tenure checkWhether anyone setting the vision will still be there at the date.
  • ObservableVision Statement · The statement · The vivid description · The changesWhether an outsider could see the difference.
  • DefensibleVision Statement · The statement · The vivid description · The honesty checkWhether people inside would defend it to a sceptic.
  • ComponentVision Statement · Reachability · The gap · The compositionScale, capability, reputation, distribution, capital or conditions.
  • ControlVision Statement · Reachability · The conditions · The controlControlled, influenced or outside control.
  • TypeVision Statement · Reachability · The belief check · The reasonsGap size, missing capability, or track record.
  • ResponseVision Statement · Reachability · The belief check · The responseRevise the vision, close the gap, or demonstrate progress.
  • PlausibleVision Statement · What it rules out · The exclusions · The ruled outWhether the organisation could actually have done it, which is what makes the exclusion real.
  • VerdictVision Statement · What it rules out · The exclusions · The boundary casesIn or out, decided in advance.
  • Settled itVision Statement · What it rules out · The decisions settled · The decisionsWhether the vision actually resolved the question or was merely quoted.
  • Could failVision Statement · Progress · The markers · The failure testWhether the marker can plausibly move the wrong way.
  • KeptVision Statement · Progress · The markers · The failure testWhether the marker survived the test.
  • On trackVision Statement · Progress · The markers · The trajectoryWhether the actual reading is where it should be.
  • DirectionVision Statement · Progress · The review · The readingCloser, unchanged or further away.
  • VerdictVision Statement · Progress · The review · The verdictCloser, unchanged or further away.
  • IndependentVision Statement · Progress · The review · The attendanceWhether anyone present is not invested in the vision.
  • TypeVision Statement · Progress · The revision trigger · The triggersReached, overtaken, unreachable or irrelevant.
  • Old outcome namedVision Statement · Progress · The revision trigger · The transitionWhether the fate of the previous vision was stated openly.
  • ConcreteMission Statement · The statement · The activity · The verbWhether the verb names an activity or a posture.
  • TenseMission Statement · The statement · The activity · The tensePresent or future — only the first is a mission.
  • Aspirational contentMission Statement · The statement · The activity · The tenseWhether the sentence contains ambitions that belong in the vision.
  • UnderstoodMission Statement · The statement · The activity · The plain language testWhether an outsider can restate what the organisation does.
  • ExcludesMission Statement · The statement · The audience · The groupWhether a reader could tell they are not the audience.
  • Matches statementMission Statement · The statement · The audience · The actual customersWhether the stated audience is the actual one.
  • EnforcedMission Statement · The statement · The audience · The not-forWhether the organisation actually declines them.
  • Whose benefitMission Statement · The statement · The end · The outcomeWhether the stated end belongs to the audience or to the organisation.
  • CoherentMission Statement · The statement · The end · The purpose linkWhether the link holds, or the two describe different organisations.
  • DurableMission Statement · Scope · The definition · The customer groupWhether the definition survives a change of product or channel.
  • Product-independentMission Statement · Scope · The definition · The needWhether the need would still exist without your category.
  • SubstitutableMission Statement · Scope · The definition · The meansWhether the need could be served another way.
  • DecisionMission Statement · Scope · The revenue check · The decisionWiden the scope, exit the work, or accept the discrepancy.
  • Found themselvesMission Statement · Recognisability · The reading · The answersWhether they could locate their work in the sentence.
  • Should be includedMission Statement · Recognisability · The gap · The omissionsWhether the statement or the scope is what needs to change.
  • ActionMission Statement · Recognisability · The gap · The overclaimsRemove it, or start doing it.
  • DistanceMission Statement · Recognisability · The gap · The sizeClose, drifting or describing a different organisation.
  • VerdictMission Statement · Recognisability · The diagnosis · The verdictStatement out of date, organisation drifted, or both.
  • DeliberateMission Statement · Recognisability · The diagnosis · The driftWhether the change was decided or accumulated.
  • ResponseMission Statement · Recognisability · The diagnosis · The responseRewrite, correct, or accept and rescope.
  • TypeMission Statement · Keeping it current · The triggers · The eventsMarket, product, structural, revenue mix or leadership.
  • Part changedMission Statement · Keeping it current · The version record · The diffActivity, audience or end.
  • DirectionMission Statement · Keeping it current · The version record · The diffWidened, narrowed or restated.
  • OrderMission Statement · Keeping it current · The explanation · The audiencesWhen relative to the others — employees first.
  • TreatmentMission Statement · Keeping it current · The explanation · The previous versionAcknowledged, archived or removed.

Market Core148 places

  • PlausibleMarket Opportunities · Sizing · The sanity check · The implicationsWhether the implication survives comparison with reality.
  • Cycle or trendMarket Opportunities · Growth and direction · The rate · The historyWhether current growth is a recovery or a durable direction.
  • TypeMarket Opportunities · Growth and direction · The drivers · The driverRegulatory, technological, demographic, economic or social.
  • Points toMarket Opportunities · Growth and direction · The stage · The signalsWhich stage the signal indicates.
  • StageMarket Opportunities · Growth and direction · The stage · The stage verdictEmerging, growing, mature or declining.
  • Entry viableMarket Opportunities · Growth and direction · The stage · The implicationWhether entering at this stage is realistic for this organisation.
  • DirectionMarket Opportunities · Opportunity assessment · The attractiveness · The intensityWhether the market is consolidating or fragmenting.
  • TypeMarket Opportunities · Opportunity assessment · The fit · The requirementsCapability, distribution, credibility or capital.
  • CoverageMarket Opportunities · Opportunity assessment · The fit · The existingHeld, partly held or absent.
  • RouteMarket Opportunities · Opportunity assessment · The fit · The gap costBuild, buy, partner or hire.
  • TypeMarket Opportunities · Opportunity assessment · The why-unserved · The barrierEconomic, regulatory, capability, scale or inattention.
  • TypeMarket Opportunities · Opportunity assessment · The why-unserved · The differenceChanged condition, unique capability, or different economics.
  • TypeMarket Opportunities · The shortlist · The rejected · The reasonAttractiveness, fit, capacity or timing.
  • PermanentMarket Opportunities · The shortlist · The rejected · The reopen conditionWhether the rejection is intended to be final.
  • TypeCompetitors · The competitor set · The set · The entriesDirect, substitute, in-house build or inaction.
  • OutcomeCompetitors · The competitor set · The share of losses · The outcomeLost to competitor, lost to inaction, or disqualified.
  • AskedCompetitors · The competitor set · The share of losses · The stated reasonWhether the buyer was actually asked, or the reason was inferred.
  • FiredCompetitors · The competitor set · The review · The triggersWhether the trigger has actually fired.
  • ChangeCompetitors · The competitor set · The review · The changesAdded or removed.
  • Investment continuesCompetitors · Capability comparison · The dimensions · The excludedWhether the organisation is still spending on it.
  • PositionCompetitors · Capability comparison · The comparison · The positionBetter, comparable or worse than us.
  • ResponseCompetitors · Capability comparison · The comparison · The exposuresClose it, position around it, or accept it.
  • StrengthCompetitors · Capability comparison · The evidence · The sourcesHow much weight the source carries.
  • Still validCompetitors · Capability comparison · The evidence · The ageWhether anything has changed since.
  • EvaluatedCompetitors · Capability comparison · The evidence · The direct evaluationWhether anyone has actually used it.
  • Agrees with oursCompetitors · Reading their strategy · The inferred intent · The assumptionsWhether your reading of the market matches.
  • TypeCompetitors · Reading their strategy · The inferred intent · The constraintsCustomer, channel, technical or financial.
  • OutcomeCompetitors · Reading their strategy · The prediction · The outcomeHappened, did not happen, or partly.
  • ActionableCompetitors · Monitoring · The watch list · The decisionWhether a real decision hangs on it.
  • UrgencyCompetitors · Monitoring · The trigger · The routeWhether this item warrants interrupting anyone.
  • AdjustCompetitors · Monitoring · The trigger · The false positivesWhether the threshold should move.
  • ApplicableTarget Audience · Segmentation · The segments · The definitionWhether the rule can be applied without judgement.
  • Basis typeTarget Audience · Segmentation · The basis · The variableBehavioural, needs, situational, value or demographic.
  • PredictsTarget Audience · Segmentation · The basis · The prediction testWhether the basis distinguishes behaviour at all.
  • ObservableTarget Audience · Segmentation · The basis · The data availabilityWhether segment membership can be read from existing data.
  • Difference typeTarget Audience · Segmentation · The consequence test · The differencesMessage, price, channel, product or service level.
  • In placeTarget Audience · Segmentation · The consequence test · The differencesWhether it is actually happening or only planned.
  • Worth itTarget Audience · Segmentation · The consequence test · The costWhether the separation earns its cost.
  • SatisfactionTarget Audience · The profile · The situation · The current solutionWhether it is resented or tolerated.
  • Can stop itTarget Audience · The profile · The decision · The rolesWhether this role can end the decision alone.
  • Internal inputTarget Audience · The profile · The evidence · The sourcesHow much of the profile is assumption rather than evidence.
  • Acted onTarget Audience · The profile · The evidence · The contradictionsWhether anything changed as a result.
  • DirectionTarget Audience · Segment value · The ranking · The reallocationMore effort, less effort, or unchanged.
  • TypeTarget Audience · Where they are · The places · The locationsPublication, community, event, platform or individual.
  • StateTarget Audience · Where they are · The attention state · The stateSearching, browsing, learning, socialising or captive.
  • Intent levelTarget Audience · Where they are · The attention state · The intentHigh, low or none.
  • Appropriate measureTarget Audience · Where they are · The attention state · The intentWhether conversion or attention is the right measure here.
  • Ask sizeTarget Audience · Where they are · The attention state · The message fitWhat can reasonably be asked for in this state.
  • Format constraintTarget Audience · Where they are · The attention state · The message fitWhat the place imposes on the message.
  • Present throughoutCustomer Journey · The buying stages · The people · The participantsWhether they stay or appear once.
  • ProvidedCustomer Journey · The buying stages · The people · The needsWhether the organisation actually gives them it.
  • AddressedCustomer Journey · The buying stages · The people · The stoppersWhether anything is prepared for them.
  • PredictableCustomer Journey · The buying stages · The duration · The waitingWhether it recurs on a known cycle.
  • Currently worked onCustomer Journey · Drop-off · The losses · The largestWhether anyone is actually addressing it.
  • Asked byCustomer Journey · Drop-off · The reasons · The stated reasonWhether the asker had a stake in the outcome.
  • MatchesCustomer Journey · Drop-off · The reasons · The internal reasonWhether it agrees with the buyer’s account.
  • AddressableCustomer Journey · Drop-off · The reasons · The patternWhether it can be fixed or is a market fact.
  • ObservableCustomer Journey · What moves people forward · The triggers · The eventsWhether the organisation could detect it externally.
  • Reachable in timeCustomer Journey · What moves people forward · The triggers · The windowWhether the organisation can respond within it.
  • ApproachCustomer Journey · What moves people forward · The triggers · The presenceBeing remembered, being findable, or detecting the trigger.
  • ExistsCustomer Journey · What moves people forward · The evidence needed · The availabilityWhether the evidence is available at all.
  • Requires a personCustomer Journey · What moves people forward · The evidence needed · The availabilityWhether it only reaches buyers through a conversation.
  • MatchedCustomer Journey · What moves people forward · The evidence needed · The placementWhether the two align.
  • StandingCustomer Journey · What moves people forward · The people · The championHow much internal credibility they carry.
  • Single pointCustomer Journey · What moves people forward · The people · The champion riskWhether the deal rests on one person.
  • ModelCustomer Journey · Attribution · The model · The approachWhich attribution approach.
  • AppropriateCustomer Journey · Attribution · The model · The useWhether the use matches what the model can support.
  • TrackableCustomer Journey · Attribution · The unobservable · The influencesWhether any system records it at all.
  • Adjusted forCustomer Journey · Attribution · The unobservable · The misassignmentWhether reporting accounts for it.
  • ConclusiveCustomer Journey · Attribution · The holdout · The resultWhether the result is readable at all.
  • OriginMarketing Channels · Channel selection · The channel list · The originChosen deliberately or inherited.
  • Would start todayMarketing Channels · Channel selection · The channel list · The annual questionWhether it would be chosen now.
  • Message survivesMarketing Channels · Channel selection · The fit · The message survivalWhether the argument still works at this length.
  • VerdictMarketing Channels · Channel selection · The fit · The verdictUse, use with a different message, or drop.
  • ProtectedMarketing Channels · Channel selection · The experiment · The allocationWhether it survives a budget cut.
  • OutcomeMarketing Channels · Channel selection · The experiment · The learningScaled, stopped or inconclusive.
  • ReusableMarketing Channels · Channel economics · The loaded cost · The productionWhether material serves more than one channel.
  • SustainableMarketing Channels · Channel economics · The payback · The cash effectWhether current cash supports this rate of acquisition.
  • ConstraintMarketing Channels · Channel economics · The payback · The comparisonWhether cash or budget is the binding limit.
  • DirectionMarketing Channels · Channel economics · The spillover · The interactionsLifts, cannibalises or independent.
  • Classified asMarketing Channels · The mix · The split · The classificationCreation, capture or both.
  • DeliberateMarketing Channels · The mix · The split · The driftWhether the movement was decided or accumulated.
  • OutcomeMarketing Channels · The mix · The sequence · The prematureWhat happened, and whether it was correctly diagnosed.
  • TestedMarketing Channels · The mix · The interactions · The cannibalisationWhether a holdout has been run.
  • DesignMarketing Channels · Testing and incrementality · The test design · The controlMatched control or before-and-after.
  • Ended earlyMarketing Channels · Testing and incrementality · The test design · The durationWhether it was cut short, which invalidates it.
  • ExceededMarketing Channels · Testing and incrementality · The result · The noise bandWhether the test difference is outside the band.
  • VerdictMarketing Channels · Testing and incrementality · The result · The verdictIncremental, not incremental or inconclusive.
  • Matched commitmentMarketing Channels · Testing and incrementality · The decision · The action takenWhether it matched what was agreed.
  • ChannelContent Type · The formats · The inventory · The formatWhere it is published.
  • OriginContent Type · The formats · The inventory · The originChosen or inherited.
  • Still appliesContent Type · The formats · The origin · The rationaleWhether the original reason still holds.
  • Predates teamContent Type · The formats · The origin · The ageWhether anyone currently involved chose it.
  • Would start todayContent Type · The formats · The origin · The verdictWhether the format would be chosen now.
  • Single audienceContent Type · Job per format · The job · The audienceWhether the format is genuinely aimed at one group.
  • Appropriate measureContent Type · Job per format · The job · The stageWhat success looks like at that stage.
  • TypeContent Type · Job per format · The job · The changeKnow, believe or do.
  • Has hidden jobContent Type · Job per format · The jobless · The listWhether a job exists that was simply never recorded.
  • DecisionContent Type · Job per format · The jobless · The decisionStop, assign a job, or continue deliberately.
  • TypeContent Type · Production · The constraint · The causeSingle person, undelegated approval or unscheduled review.
  • AlternativesContent Type · Production · The cost per format · The value comparisonWhether a cheaper format could do the same job.
  • JustifiedContent Type · Production · The cost per format · The value comparisonWhether the cost earns its place.
  • Lifespan classContent Type · Reuse and lifespan · The lifespan · The classificationEvergreen, seasonal or topical.
  • Matches classificationContent Type · Reuse and lifespan · The lifespan · The decayWhether the measured decay fits the assumed class.
  • Investment levelContent Type · Reuse and lifespan · The lifespan · The budget implicationWhat this implies about how much to spend per piece.
  • ChannelContent Type · Reuse and lifespan · The reuse plan · The derivativesWhere the derivative goes.
  • Planned in advanceContent Type · Reuse and lifespan · The reuse plan · The derivativesWhether it was designed for or retrofitted.
  • Still accurateContent Type · Reuse and lifespan · The retirement · The auditWhether what it says is still true.
  • ActionContent Type · Reuse and lifespan · The retirement · The unpublishUnpublish, redirect or archive.
  • Set fromContent Calendar · The cadence · The rhythm · The basisCapacity, audience expectation or convention.
  • AchievableContent Calendar · The cadence · The rhythm · The basisWhether capacity actually supports it.
  • AnnouncedContent Calendar · The cadence · The rhythm · The change recordWhether the audience was told.
  • TypeContent Calendar · The cadence · The adherence · The missesCapacity, approval, contributor or deliberate.
  • ResponseContent Calendar · The cadence · The adherence · The responseReduce cadence, remove constraint or accept.
  • AdequateContent Calendar · The plan · The horizon · The firm windowWhether the window actually allows production.
  • Re-firmedContent Calendar · The plan · The horizon · The provisionalWhether provisional items are actually reviewed as they approach.
  • Held asContent Calendar · The plan · The reactive space · The allocationA fixed slot or floating capacity.
  • Genuinely reactiveContent Calendar · The plan · The reactive space · The useWhether it responded to something unplanned.
  • ContestedContent Calendar · Seasonal moments · The lead times · The competitionHow crowded the moment is.
  • RepeatContent Calendar · Seasonal moments · The record · The decisionWhether to do it again next year.
  • BindingContent Calendar · Capacity · The available capacity · The approval capacityWhether approval or production is the actual limit.
  • Worth relievingContent Calendar · Capacity · The constraint · The next constraintWhether the improvement is real once the next constraint is considered.
  • EvergreenContent Calendar · Capacity · The buffer · The reserveWhether they can be published at any time.
  • AdequateContent Calendar · Capacity · The buffer · The slackWhether the slack has been enough in practice.
  • ResizeContent Calendar · Capacity · The buffer · The usageWhether the buffer should be larger or smaller.
  • TypeSales Channels · Route to market · The routes · The route listDirect, self-serve, reseller, distributor or marketplace.
  • ChosenSales Channels · Route to market · The routes · The route listWhether the route was decided or accumulated.
  • ExclusiveSales Channels · Route to market · The routes · The segment servedWhether this route is the only one serving them.
  • Reachable directlySales Channels · Route to market · The routes · The segment servedWhether the organisation could serve them without the route.
  • Genuinely incrementalSales Channels · Route to market · The trade · The reachWhether these customers were otherwise unreachable.
  • Customer identitySales Channels · Route to market · The trade · The learningWhether the organisation knows who they are.
  • Purchase reasonsSales Channels · Route to market · The trade · The learningWhether it learns why they bought.
  • Direct contactSales Channels · Route to market · The trade · The learningWhether it can reach them afterwards.
  • DeliberateSales Channels · Route to market · The coverage map · The uncoveredWhether the organisation chose not to serve them.
  • Rule existsSales Channels · Route to market · The coverage map · The overlapsWhether a resolution rule has been written.
  • BasisSales Channels · Channel conflict · The boundaries · The ruleSize, geography, product or sector.
  • UnambiguousSales Channels · Channel conflict · The boundaries · The ruleWhether it can be applied without judgement.
  • Assigned toSales Channels · Channel conflict · The boundaries · The edge casesWhich route takes it.
  • Applied consistentlySales Channels · Channel conflict · The mechanism · The consequenceWhether it is enforced every time.
  • IndependentSales Channels · Channel conflict · The arbiter · The personWhether they own either route.
  • FinalSales Channels · Channel conflict · The arbiter · The turnaroundWhether the ruling can be appealed.
  • Concedes weaknessSales Channels · Enablement · The difficult questions · The answersWhether it acknowledges the real limitation.
  • TestedSales Channels · Enablement · The difficult questions · The answersWhether a partner has actually used it successfully.
  • AccuracySales Channels · Enablement · The comprehension check · The accuracyAccurate, understated, overstated or wrong.
  • TargetSales Channels · Enablement · The comprehension check · The correctionWhether the material or the training was changed.
  • Relationship held bySales Channels · Channel performance · The customer quality · The expansionWhether you or the route owns the ongoing relationship.
  • ReducibleSales Channels · Channel performance · The management cost · The driversWhether it could be lowered.
  • DecisionSales Channels · Channel performance · The management cost · The ratioKeep, simplify or exit.

Data Core130 places

  • Currently availableKPI management · Choosing what to measure · The candidates · The candidateWhether it can be collected today.
  • DuplicatedKPI management · Choosing what to measure · The candidates · The decision servedWhether another candidate serves the same decision.
  • Collection methodKPI management · Choosing what to measure · The candidates · The collectabilityAutomatic, semi-automatic or manual.
  • PerspectiveKPI management · Choosing what to measure · The balance · The perspectivesFinancial, customer, process or capability.
  • TypeKPI management · Choosing what to measure · The balance · The leading and laggingLeading or lagging.
  • Uncovered areaKPI management · Choosing what to measure · The balance · The gapsWhich perspective has nothing.
  • Counted atKPI management · Definitions · The calculation · The timingWhich event triggers inclusion.
  • Period basisKPI management · Definitions · The calculation · The timingCalendar, fiscal or rolling.
  • RestatedKPI management · Definitions · The calculation · The timingWhether prior periods change when late data arrives.
  • CategoryKPI management · Definitions · The reproducibility test · The divergenceInclusion, timing, source or formula.
  • RetestedKPI management · Definitions · The reproducibility test · The revisionWhether the check was repeated afterwards.
  • Marked on chartsKPI management · Definitions · The version record · The breakWhether readers can see it.
  • RestatedKPI management · Definitions · The version record · The restatementWhether history was recalculated.
  • TypeKPI management · Targets and thresholds · The target · The levelFloor, ceiling or range.
  • Derived fromKPI management · Targets and thresholds · The target · The basisCapability, benchmark or plan requirement.
  • AchievableKPI management · Targets and thresholds · The target · The basisWhether current capability supports it.
  • RecalibrateKPI management · Targets and thresholds · The target · The historyWhether the target should move.
  • Applied symmetricallyKPI management · Targets and thresholds · The variation band · The signal ruleWhether favourable and unfavourable movements are treated alike.
  • Outside bandKPI management · Targets and thresholds · The action threshold · The levelWhether it sits beyond normal variation.
  • SeverityKPI management · Targets and thresholds · The action threshold · The levelWhich level of response this threshold calls for.
  • AdjustKPI management · Targets and thresholds · The action threshold · The adherenceWhether the threshold or the response needs changing.
  • Can decideKPI management · The review · The rhythm · The forumWhether anyone present has authority to act.
  • Read in advanceKPI management · The review · The rhythm · The preparationWhether attendees actually read it.
  • DirectionKPI management · The review · The exceptions · The flaggedFavourable or unfavourable.
  • Removal candidateKPI management · The review · The exceptions · The skippedWhether it still earns a place in the set.
  • EstablishedKPI management · The review · The exceptions · The explanationWhether the cause was verified or proposed.
  • WorkedKPI management · The review · The decisions · The effectWhether the decision produced what was expected.
  • Appears in reportingData Collection · The sources · The source map · The factsWhether disagreement about it would be noticed.
  • TypeData Collection · The sources · The source map · The holdersSystem of record, derived copy, or manual file.
  • ExpectedData Collection · The sources · The source map · The disagreementsWhether the difference is correct or a problem.
  • EditableData Collection · The sources · The source of truth · The derivedWhether it can be changed independently, which breaks the relationship.
  • MethodData Collection · The sources · The maintenance · The methodAutomatic, semi-automatic or manual.
  • TypeData Collection · Instrumentation · The tracking plan · The fieldsWhat kind of value it holds.
  • Always presentData Collection · Instrumentation · The tracking plan · The fieldsWhether it is populated on every event.
  • StableData Collection · Instrumentation · The joins · The keysWhether it survives changes to the entity.
  • False matchesData Collection · Instrumentation · The joins · The resolutionWhether the rule risks joining records that are not the same entity.
  • AdequateData Collection · Data quality · The measures · The timelinessWhether the lag is acceptable for the use.
  • TypeData Collection · Data quality · The causes · The originManual entry, optional field, free text or integration.
  • PatternData Collection · Data quality · The causes · The patternSystematic or random.
  • AddressableData Collection · Data quality · The causes · The incentiveWhether the incentive can be changed.
  • TypeData Collection · Data quality · The fixes · The changeValidation, constraint, requirement or removal.
  • TreatmentData Collection · Data quality · The fixes · The historicalCorrected, flagged or left with a note.
  • BasisData Collection · Consent and basis · The basis · The groundConsent, contract, legitimate interest or obligation.
  • WithdrawableData Collection · Consent and basis · The basis · The consequencesWhether the individual can end it.
  • Still validData Collection · Consent and basis · The basis · The reviewWhether the basis still supports current use.
  • SpecificData Collection · Consent and basis · The purpose · The stated purposeWhether the statement excludes anything.
  • CompatibleData Collection · Consent and basis · The purpose · The new usesWhether it falls within the original purpose.
  • Required for purposeData Collection · Consent and basis · The purpose · The minimisationWhether the stated purpose actually needs it.
  • Ever usedData Collection · Consent and basis · The purpose · The minimisationWhether it has been used since collection began.
  • MatchesData Collection · Consent and basis · The notice · The practice checkWhether practice aligns with the notice.
  • Request typeData Collection · Consent and basis · The notice · The requestsAccess, correction, deletion or withdrawal.
  • Can be fulfilledData Collection · Consent and basis · The notice · The requestsWhether all copies can actually be found.
  • Constrains methodPerformance Analysis · The question · The decision · The deadlineWhether the deadline rules out the preferred approach.
  • TypePerformance Analysis · The question · The decision · The exploration flagDecision support or exploration.
  • Cheaper answer adequatePerformance Analysis · The question · The changing answer · The precisionWhether a rougher method would settle it.
  • RequiredPerformance Analysis · The question · The precision needed · The requirementDirection, magnitude or precise figure.
  • ProportionatePerformance Analysis · The question · The precision needed · The method fitWhether it matches the requirement.
  • ReachedPerformance Analysis · The question · The precision needed · The stopping ruleWhether the analysis stopped for the right reason.
  • TypePerformance Analysis · Method · The approach · The question typeDescriptive, comparative or causal.
  • Requires experimentPerformance Analysis · Method · The approach · The question typeWhether observational data can answer it at all.
  • TestablePerformance Analysis · Method · The assumptions · The listWhether it can be checked with available data.
  • Likely to holdPerformance Analysis · Method · The assumptions · The listAn honest judgement about whether it does.
  • ResultPerformance Analysis · Method · The assumptions · The testsWhether it held.
  • If it failsPerformance Analysis · Method · The assumptions · The consequencesBiases the result or invalidates it.
  • Stated in briefPerformance Analysis · Method · The limits · The cannotWhether the requester was told before the work began.
  • FormPerformance Analysis · Method · The limits · The interimPoint estimate, bound or direction only.
  • MaterialPerformance Analysis · Reading the result · The finding · The effect sizeWhether it exceeds what the decision requires.
  • Supported by methodPerformance Analysis · Reading the result · The finding · The interpretationWhether the design actually supports this reading.
  • TypePerformance Analysis · Reading the result · The alternatives · The explanationsSelection, timing, measurement, reverse causation or coincidence.
  • ExcludedPerformance Analysis · Reading the result · The alternatives · The exclusionsWhether it actually can be.
  • Worth pursuingPerformance Analysis · Reading the result · The alternatives · The remainingWhether settling it justifies further work.
  • In summaryPerformance Analysis · Reading the result · The confidence · The summary placementWhether the confidence travels with the finding.
  • Survived retellingPerformance Analysis · Reading the result · The confidence · The summary placementWhether it was still attached when the finding was repeated.
  • BiasPerformance Analysis · Reading the result · The confidence · The calibrationWhether confidence runs systematically high or low.
  • Worth doingPerformance Analysis · Acting on it · The recommendation · The costWhether the analyst thinks it is.
  • TypePerformance Analysis · Acting on it · The implementation · The reasonOwnership, capacity, disagreement or actionability.
  • Analyst-correctablePerformance Analysis · Acting on it · The implementation · The reasonWhether better framing would have helped.
  • TrendPerformance Analysis · Acting on it · The implementation · The rateWhether the rate is rising or falling.
  • DirectionPerformance Analysis · Acting on it · The outcome · The lessonWhether predictions run systematically high or low.
  • TypeReporting · What gets reported · The inventory · The artefactsReport, dashboard, extract or manual file.
  • MaintenanceReporting · What gets reported · The inventory · The maintenanceAutomated, semi-automated or manual.
  • Still hereReporting · What gets reported · The purpose · The requesterWhether they are still in the organisation.
  • Still appliesReporting · What gets reported · The purpose · The reasonWhether the reason still holds.
  • ObligatoryReporting · What gets reported · The purpose · The reasonWhether it is required regardless of usage.
  • Predates recipientsReporting · What gets reported · The purpose · The ageWhether anyone receiving it was there when it was created.
  • AgreeReporting · What gets reported · The duplicates · The agreementWhether the duplicates show the same value.
  • ActionReporting · What gets reported · The duplicates · The consolidationMerge, align calculation, or leave.
  • Compared withReporting · Dashboards · The comparison · The referenceTarget, prior period, year ago or normal range.
  • ConsistentReporting · Dashboards · The comparison · The referenceWhether the same convention is used across the dashboard.
  • Expressed asReporting · Dashboards · The comparison · The differenceAbsolute, percentage or both.
  • Direction is goodReporting · Dashboards · The comparison · The differenceWhether an increase is favourable for this measure.
  • History shownReporting · Dashboards · The comparison · The contextWhether prior periods are visible.
  • Range visibleReporting · Dashboards · The comparison · The contextWhether the normal band is drawn.
  • DrawnReporting · Dashboards · The variation · The bandWhether it is visible on the chart.
  • AccessibleReporting · Dashboards · The variation · The flaggingWhether the flag works without colour.
  • AppliedReporting · Dashboards · The variation · The noise guardWhether the rule is actually implemented.
  • ObjectionsReporting · Dashboards · The removals · The removedWhether anyone asked for it back.
  • TrendReporting · Dashboards · The removals · The sizeWhether it is growing.
  • MatchedReporting · Distribution · The rhythm · The frequencyWhether the two align.
  • In timeReporting · Distribution · The rhythm · The lagWhether it arrives before it is needed.
  • DirectionReporting · Distribution · The rhythm · The mismatchOver-produced or under-produced.
  • CorrectedReporting · Distribution · The rhythm · The mismatchWhether the schedule was changed.
  • RouteReporting · Distribution · The route · The mechanismPush, pull or alert.
  • InterruptsReporting · Distribution · The route · The mechanismWhether it demands immediate attention.
  • Can actReporting · Distribution · The route · The recipientsWhether they could do anything with it.
  • SufficientReporting · Distribution · The timing check · The gapWhether recipients have time to read it.
  • Meaningful useReporting · Whether it is read · The usage · The engagementWhether the access indicates actual reading.
  • ActionReporting · Whether it is read · The unread · The retirementRetired, archived or retained.
  • TypeReporting · Whether it is read · The estate size · The countWhich category the count covers.
  • ResponsibilityData Governance · Ownership · The owner · The scopeWhich aspects they own.
  • Has authorityData Governance · Ownership · The owner · The scopeWhether they can change how the data is collected.
  • AcceptedData Governance · Ownership · The handover · The transferWhether the new owner knows they own it.
  • Linked from reportsData Governance · Definitions and lineage · The definition set · The findabilityWhether it is reachable from where terms appear.
  • ResolutionData Governance · Definitions and lineage · The definition set · The local definitionsAdopt, align or accept two named terms.
  • Notified on changeData Governance · Definitions and lineage · The lineage · The impactWhether their owners are told.
  • TreatmentData Governance · Definitions and lineage · The change process · The historyRestated or break marked.
  • BasisData Governance · Access · The permissions · The grantsRole-based or individual exception.
  • SensitivityData Governance · Access · The permissions · The sensitivityHow restricted the data set is.
  • Personal dataData Governance · Access · The permissions · The sensitivityWhether it contains information about identifiable people.
  • CategoryData Governance · Access · The review · The findingsLeaver, role change or dormant.
  • Auto-removedData Governance · Access · The review · The dormantWhether dormant access expires automatically.
  • TypeData Governance · Access · The workarounds · The behaviourExport, shared credential, proxy request or screenshot.
  • TypeData Governance · Access · The workarounds · The fixFaster access, better view or controlled alternative.
  • Workaround stoppedData Governance · Access · The workarounds · The fixWhether the behaviour actually ended.
  • BasisData Governance · Retention and deletion · The schedule · The basisStatutory, contractual, limitation or use.
  • JustifiedData Governance · Retention and deletion · The schedule · The basisWhether the period has a reason behind it.
  • MethodData Governance · Retention and deletion · The mechanism · The automationAutomated, platform-native or manual.
  • MonitoredData Governance · Retention and deletion · The mechanism · The automationWhether failure would be noticed.
  • Covered by deletionData Governance · Retention and deletion · The mechanism · The copiesWhether the mechanism reaches it.
  • Enforced in mechanismData Governance · Retention and deletion · The conflicts · The holdsWhether the automated deletion respects it.

Omni Core173 places

  • Initiated byCustomer Journey Mapping · Mapping the journey · The stages · The transitionsCustomer, organisation or elapsed time.
  • StateCustomer Journey Mapping · Mapping the journey · The stages · The emotionHow the customer feels here.
  • Organisation expectedCustomer Journey Mapping · Mapping the journey · The stages · The emotionWhether it matches what the organisation assumed.
  • Could be visibleCustomer Journey Mapping · Mapping the journey · The internal activity · The invisibleWhether it could be shown to the customer.
  • TypeCustomer Journey Mapping · Mapping the journey · The internal activity · The systemsSystem, team or third party.
  • ControllableCustomer Journey Mapping · Mapping the journey · The internal activity · The systemsWhether the organisation can influence its speed.
  • ReachableCustomer Journey Mapping · Mapping the journey · The invisible parts · The others involvedWhether the organisation could address them directly.
  • AccurateCustomer Journey Mapping · Mapping the journey · The invisible parts · The assumptionsWhether the assumption is correct.
  • DesignedCustomer Journey Mapping · Moments that matter · The peaks · The highsWhether it was intentional or accidental.
  • TypeCustomer Journey Mapping · Moments that matter · The ending · The endingsEpisode, renewal or departure.
  • DesignedCustomer Journey Mapping · Moments that matter · The ending · The endingsWhether anyone designed it.
  • Asked whyCustomer Journey Mapping · Moments that matter · The ending · The departureWhether anyone asks the reason.
  • DeliberateCustomer Journey Mapping · Moments that matter · The ending · The last impressionWhether anyone chose it.
  • TypeCustomer Journey Mapping · Channel handovers · The handovers · The pointsTeam, channel, system or third party.
  • On main pathCustomer Journey Mapping · Channel handovers · The handovers · The frequencyWhether it is on the common route.
  • TrendCustomer Journey Mapping · Channel handovers · The handovers · The totalWhether the number is falling.
  • ReasonCustomer Journey Mapping · Channel handovers · The context loss · The lostNot passed, or passed and not read.
  • Customer must repeatCustomer Journey Mapping · Channel handovers · The context loss · The lostWhether the customer has to supply it again.
  • TypeCustomer Journey Mapping · Channel handovers · The context loss · The remedyPass it, surface it, or remove the handover.
  • RemovableCustomer Journey Mapping · Channel handovers · The removals · The candidateWhether the first side could do it.
  • TypeCustomer Journey Mapping · Channel handovers · The removals · The requirementAuthority, access, training or permission.
  • TypeCustomer Journey Mapping · Redesign · The internal requirement · The requirementProcess, ownership, authority, system or measure.
  • DesignCustomer Journey Mapping · Redesign · The measurement · The attributionStaged rollout, before-and-after, or uncontrolled.
  • VerdictCustomer Journey Mapping · Redesign · The measurement · The verdictKept, adjusted or reverted.
  • TypeCustomer Feedback · Gathering it · The instrument · The questionsOpen, scale or choice.
  • Matches questionCustomer Feedback · Gathering it · The instrument · The momentWhether the timing suits what is being asked.
  • Stated with resultsCustomer Feedback · Gathering it · The coverage · The caveatWhether the caveat travels with the numbers.
  • Offset byCustomer Feedback · Gathering it · The unsolicited · The biasWhich other source compensates.
  • AggregatedCustomer Feedback · Gathering it · The unsolicited · The readingWhether the sources are read together.
  • New category neededCustomer Feedback · Reading the signal · The categories · The unfittingWhether the set should change.
  • TrendCustomer Feedback · Reading the signal · The weighting · The frequencyWhether it is rising or falling.
  • Customer impactCustomer Feedback · Reading the signal · The weighting · The severityHow much it costs them.
  • Leads to churnCustomer Feedback · Reading the signal · The weighting · The severityWhether it is associated with departures.
  • SelectionCustomer Feedback · Reading the signal · The verbatim sample · The sampleRandom or curated.
  • Decision-makerCustomer Feedback · Reading the signal · The verbatim sample · The readersWhether they can act on what they read.
  • Visible in countsCustomer Feedback · Reading the signal · The verbatim sample · The observationsWhether the coded data showed it.
  • Can actCustomer Feedback · Routing · The destinations · The capabilityWhether the destination can change the thing.
  • FormCustomer Feedback · Routing · The handoff · The contentVerbatim, summary or both.
  • ReadCustomer Feedback · Routing · The handoff · The receptionWhether the receiving side reads it.
  • ResponseCustomer Feedback · Routing · The outcome · The responseChanged, declined or no response.
  • PersonalCustomer Feedback · Closing the loop · The individual response · The replyWhether it addresses what they specifically raised.
  • Acknowledged firstCustomer Feedback · Closing the loop · The individual response · The timingWhether an immediate acknowledgement was sent.
  • ReactionCustomer Feedback · Closing the loop · The individual response · The honest noHow the person responded to the honest answer.
  • Might changeCustomer Feedback · Closing the loop · The collective report · The declinedWhether it could be reconsidered.
  • ChannelCustomer Feedback · Closing the loop · The collective report · The reachWhere it is published.
  • CauseCustomer Feedback · Closing the loop · The response rate · The diagnosisInstrument, timing, fatigue or unclosed loop.
  • OfficialCustomer Support · Getting help · The routes · The channelsWhether the organisation intended it as a support route.
  • TrendCustomer Support · Getting help · The effort · The measureWhether effort is rising or falling.
  • ProportionateCustomer Support · Getting help · The effort · The verificationWhether the requirement matches the sensitivity of the request.
  • From whose viewCustomer Support · Resolution · The definition · The criterionCustomer or organisation.
  • ResolvableCustomer Support · Resolution · The definition · The categoriesWhether resolution is possible for this type.
  • OutcomeCustomer Support · Resolution · The confirmation · The answerSolved, partly or not.
  • Auto-reopenCustomer Support · Resolution · The confirmation · The follow-upWhether a negative answer reopens the case.
  • Still accurateCustomer Support · Self-service and knowledge · The content · The currencyWhether it matches the current product or process.
  • SurfacesCustomer Support · Self-service and knowledge · The findability · The searchWhether the right article appears.
  • Answer firstCustomer Support · Self-service and knowledge · The findability · The structureWhether the answer appears in the opening.
  • ScannableCustomer Support · Self-service and knowledge · The findability · The structureWhether headings and steps make it readable at a glance.
  • FasterCustomer Support · Self-service and knowledge · The findability · The speedWhether self-service is actually the quicker route.
  • TypeCustomer Support · Escalation · The trigger · The conditionsComplexity, time, request or severity.
  • AutomaticCustomer Support · Escalation · The trigger · The conditionsWhether it happens without a decision.
  • Needs permissionCustomer Support · Escalation · The trigger · The authorityWhether approval is required first.
  • Culturally encouragedCustomer Support · Escalation · The trigger · The authorityWhether escalating is treated as failure.
  • Commitments capturedCustomer Support · Escalation · The context transfer · The packageWhether promises made are recorded.
  • In customer’s wordsCustomer Support · Escalation · The context transfer · The packageWhether the original description is preserved.
  • Single contactCustomer Support · Escalation · The context transfer · The continuityWhether one person stays with the customer.
  • ReadCustomer Support · Escalation · The context transfer · The verificationWhether the receiving side used the context.
  • By severityCustomer Support · Escalation · The time limit · The limitWhether the limit varies with how serious the case is.
  • ExplainedUI and UX Optimization · Understanding use · The analytics · The anomaliesWhether observation has explained it.
  • SupportedUI and UX Optimization · Understanding use · The workarounds · The needWhether the intended design supports it at all.
  • ResponseUI and UX Optimization · Understanding use · The workarounds · The responseSupport, adopt or accept.
  • Users validatedUI and UX Optimization · Understanding use · The workarounds · The responseWhether the workaround is already proven in use.
  • ObviousUI and UX Optimization · Design decisions · The decision · The alternativesWhether this is what someone would propose today.
  • ScopeUI and UX Optimization · Design decisions · The decision · The scopeSingle instance, pattern or principle.
  • Still existsUI and UX Optimization · Design decisions · The rationale · The problemWhether the problem is still present.
  • BasisUI and UX Optimization · Design decisions · The rationale · The evidenceObservation, test, convention or judgement.
  • Reachable from designUI and UX Optimization · Design decisions · The rationale · The locationWhether someone working on it would encounter it.
  • Actually readUI and UX Optimization · Design decisions · The rationale · The locationWhether anyone has consulted it.
  • MeasuredUI and UX Optimization · Design decisions · The rejected · The outcomeWhether the reversion was based on evidence.
  • Still appliesUI and UX Optimization · Design decisions · The rejected · The conditionsWhether the blocking condition still holds.
  • BreachedUI and UX Optimization · Testing changes · The measure · The guardrailsWhether the test violated it.
  • RunUI and UX Optimization · Testing changes · The power · The verdictWhether the test is worth running.
  • Stopped earlyUI and UX Optimization · Testing changes · The power · The durationWhether it was cut short, which invalidates it.
  • VerdictUI and UX Optimization · Testing changes · The result · The outcomeWin, null or loss.
  • AcceptableUI and UX Optimization · Testing changes · The result · The guardrail checkWhether the movement is within tolerance.
  • RecordedUI and UX Optimization · Testing changes · The result · The recordWhether the result was kept regardless of outcome.
  • LevelUI and UX Optimization · Accessibility · The standard · The levelWhich conformance level is targeted.
  • AchievedUI and UX Optimization · Accessibility · The standard · The levelWhether it is currently met.
  • In buildUI and UX Optimization · Accessibility · The testing · The automatedWhether it runs automatically on every change.
  • Check typeUI and UX Optimization · Accessibility · The testing · The manualKeyboard, screen reader, zoom or cognitive.
  • Tested with usersUI and UX Optimization · Accessibility · The testing · The user testingWhether assistive-technology users have tried it.
  • SourceUI and UX Optimization · Accessibility · The obligations · The requirementsLegislation, sector rule or contract.
  • PublishedUI and UX Optimization · Accessibility · The obligations · The statementWhether a statement exists.
  • AccurateUI and UX Optimization · Accessibility · The obligations · The statementWhether it reflects the known gaps.
  • Still ownedPersonalization · What is personalised · The inventory · The orphansWhether anyone is responsible for it.
  • ConcretePersonalization · What is personalised · The benefit · The customer gainWhether it can be stated specifically.
  • Only beneficiaryPersonalization · What is personalised · The benefit · The organisation gainWhether the customer gains nothing.
  • JustifiedPersonalization · What is personalised · The benefit · The maintenanceWhether the benefit exceeds the cost.
  • AutomatablePersonalization · What is personalised · The maintenance · The update costWhether the update can be applied centrally.
  • Found byPersonalization · What is personalised · The maintenance · The failuresWhether a customer or the organisation noticed.
  • TypePersonalization · The signals · The signal set · The signalsStated, observed or inferred.
  • DecaysPersonalization · The signals · The signal set · The freshnessWhether old signals are actually discounted.
  • Default designedPersonalization · The signals · The signal set · The coverageWhether the fallback experience was considered.
  • SeverityPersonalization · The signals · The accuracy · The cost of wrongHow much it matters.
  • ImplementedPersonalization · The signals · The accuracy · The thresholdWhether the threshold is actually applied.
  • VisiblePersonalization · The signals · The correction · The visibilityWhether the customer can see the inference.
  • Plain languagePersonalization · The signals · The correction · The visibilityWhether it is expressed understandably.
  • Overrides modelPersonalization · The signals · The correction · The mechanismWhether the correction actually replaces the inference.
  • Can disablePersonalization · The signals · The correction · The mechanismWhether personalisation can be turned off.
  • PersistsPersonalization · The signals · The correction · The persistenceWhether the correction survives.
  • Applied everywherePersonalization · The signals · The correction · The persistenceWhether all systems honour it.
  • TypePersonalization · The limits · The exclusions · The excludedInference, use or both.
  • InferablePersonalization · The limits · The exclusions · The sensitiveWhether the organisation could derive it if it wanted to.
  • Blocked technicallyPersonalization · The limits · The exclusions · The sensitiveWhether the exclusion is enforced in the system.
  • SpecificPersonalization · The limits · The visibility · The explanationWhether it names the actual basis.
  • At point of usePersonalization · The limits · The visibility · The explanationWhether it appears where the personalisation does.
  • ComfortablePersonalization · The limits · The visibility · The comfort testWhether the basis could be stated openly.
  • ActionPersonalization · The limits · The visibility · The comfort testWhether the personalisation was changed as a result.
  • TrendPersonalization · The limits · The visibility · The receptionWhether reaction is worsening.
  • BasisPersonalization · The limits · The reasoning · The basisLegal, ethical, brand or commercial.
  • AssignmentPersonalization · Whether it works · The control · The holdoutHow people are allocated, and whether it is stable.
  • AcceptedPersonalization · Whether it works · The control · The costWhether the cost was deliberately accepted.
  • TrendPersonalization · Whether it works · The control · The comparisonWhether the advantage is growing or shrinking.
  • ImprovedPersonalization · Whether it works · The customer measure · The effortWhether effort actually fell.
  • DirectionPersonalization · Whether it works · The customer measure · The satisfactionWhether it improved or worsened.
  • HoldsPersonalization · Whether it works · The customer measure · The longer termWhether the short-term gain persists.
  • VerdictPersonalization · Whether it works · The decision · The verdictWorks, neutral or harmful.
  • ActionPersonalization · Whether it works · The decision · The actionKept, simplified or removed.
  • TypeLoyalty Programs · The mechanism · The earning · The qualifying behaviourSpend, frequency, referral or breadth.
  • ComprehensibleLoyalty Programs · The mechanism · The earning · The rateWhether a customer can work out what it is worth.
  • AccurateLoyalty Programs · The mechanism · The comprehension · The testWhether it matches how the programme works.
  • Balance visibleLoyalty Programs · The mechanism · The comprehension · The visibilityWhether members can see what they have.
  • Progress shownLoyalty Programs · The mechanism · The comprehension · The visibilityWhether the next reward and the gap are visible.
  • RemovableLoyalty Programs · The mechanism · The comprehension · The simplificationWhether it could go.
  • BasisLoyalty Programs · The economics · The cost · The reward costMarginal cost or retail value.
  • TrendLoyalty Programs · The economics · The liability · The outstandingWhether the balance is growing.
  • Programme viable without itLoyalty Programs · The economics · The liability · The breakageWhether the economics work at low breakage.
  • VerdictLoyalty Programs · The economics · The return · The verdictContinue, change or wind down.
  • AssignmentLoyalty Programs · Behaviour change · The control · The groupRandom, matched or geographic.
  • Adequately matchedLoyalty Programs · Behaviour change · The control · The matchingWhether the comparison is credible.
  • TypeLoyalty Programs · Behaviour change · The measured change · The redistributionNew spend or redistributed share.
  • VerdictLoyalty Programs · Behaviour change · The verdict · The conclusionWorks, does not, or works for some.
  • ActionLoyalty Programs · Behaviour change · The verdict · The actionContinue, narrow, redesign or end.
  • AdequateLoyalty Programs · Winding down · The notice · The periodWhether members can realistically use what they hold.
  • MethodLoyalty Programs · Winding down · The notice · The communicationHow members were informed.
  • IndividualLoyalty Programs · Winding down · The notice · The communicationWhether it referenced their own balance.
  • Planned forLoyalty Programs · Winding down · The notice · The redemption surgeWhether the cost was anticipated.
  • TreatmentLoyalty Programs · Winding down · The honouring · The treatmentHonoured, converted or forfeited.
  • Honest framingLoyalty Programs · Winding down · The explanation · The messageWhether it acknowledges being a reduction.
  • MethodOmnichannel Integration · One identity · The matching · The methodDeterministic, probabilistic or combined.
  • TrendOmnichannel Integration · One identity · The matching · The coverageWhether coverage is improving.
  • ConsequenceOmnichannel Integration · One identity · The failure rate · The false matchesWhat is exposed when it happens.
  • Acceptable for useOmnichannel Integration · One identity · The failure rate · The false matchesWhether the rate is tolerable for what is shown.
  • Varies by useOmnichannel Integration · One identity · The failure rate · The thresholdWhether the threshold differs by sensitivity.
  • ImmediateOmnichannel Integration · One identity · The customer route · The benefitWhether the benefit is visible at once.
  • StatedOmnichannel Integration · One identity · The customer route · The benefitWhether the customer is told what they get.
  • PriorityOmnichannel Integration · Continuity of state · The carried context · The minimumWhether it is minimum or additional.
  • Currently carriedOmnichannel Integration · Continuity of state · The carried context · The minimumWhether it actually moves today.
  • DepthOmnichannel Integration · Continuity of state · The carried context · The depthHow much history travels.
  • Context carriedOmnichannel Integration · Continuity of state · The carried context · The crossingsWhether anything travels across it.
  • In primary viewOmnichannel Integration · Continuity of state · The visibility · The surfaceWhether it is visible without navigating.
  • SummarisedOmnichannel Integration · Continuity of state · The visibility · The summaryWhether the context is condensed.
  • CriticalOmnichannel Integration · Channel parity · The capability map · The tasksWhether being unable to do it is serious.
  • StateOmnichannel Integration · Channel parity · The capability map · The availabilityCan start, continue, complete, or none.
  • SignpostedOmnichannel Integration · Channel parity · The deliberate differences · The signpostingWhether an alternative is offered.
  • Continuity preservedOmnichannel Integration · Channel parity · The deliberate differences · The signpostingWhether their progress carries to the other channel.
  • Reason still holdsOmnichannel Integration · Channel parity · The deliberate differences · The reviewWhether the original constraint still applies.
  • ActionOmnichannel Integration · Channel parity · The deliberate differences · The reviewKeep, close or reconsider.
  • FixOmnichannel Integration · Channel parity · The strandings · The fixComplete, carry over, or prevent starting.
  • TypeOmnichannel Integration · The seams · The seam list · The typeRepetition, contradiction, delay, tone or capability.
  • SeverityOmnichannel Integration · The seams · The seam list · The typeHow damaging it is.
  • TypeOmnichannel Integration · The seams · The seam list · The boundaryTeam, system, geography or supplier.
  • ConsequenceOmnichannel Integration · The seams · The cost · The consequenceWhat the customer does next.
  • Type of costOmnichannel Integration · The seams · The cost · The closing costFinancial, technical or organisational.

Time Core106 places

  • SeparableProject management · Defining the work · The scope · The inclusionsWhether it could be delivered without the rest.
  • Commonly assumedProject management · Defining the work · The scope · The exclusionsWhether people would otherwise expect it.
  • ConfirmedProject management · Defining the work · The scope · The assumptionsWhether it has actually been checked.
  • CheckableProject management · Defining the work · The definition of done · The criteriaWhether it can be verified without judgement.
  • CategoryProject management · Defining the work · The definition of done · The criteriaBuild, documentation, handover or readiness.
  • Agreed in advanceProject management · Defining the work · The definition of done · The acceptorWhether they were named at the start.
  • In the estimateProject management · Defining the work · The definition of done · The tailWhether it was included in the plan.
  • Date adjustedProject management · Defining the work · The change record · The costWhether the deadline moved to reflect it.
  • Cost acceptedProject management · Defining the work · The change record · The approvalWhether they agreed to the time consequence.
  • TypeProject management · Sequence · The dependencies · The linksNeeds finished, needs started or needs decided.
  • RealProject management · Sequence · The dependencies · The linksWhether the dependency is genuine or conventional.
  • People availableProject management · Sequence · The dependencies · The parallelWhether the parallelism is actually resourced.
  • OutcomeProject management · Sequence · The dependencies · The questionableConfirmed, relaxed or removed.
  • TypeProject management · Sequence · The external items · The itemsApproval, delivery, decision or work.
  • Used in planProject management · Sequence · The external items · The lead timeWhich figure the schedule is built on.
  • Near criticalProject management · Sequence · The critical chain · The slackWhether it is close to becoming the constraint.
  • ChangedProject management · Sequence · The critical chain · The recheckWhether the critical path has moved.
  • VerifiedProject management · Running it · The progress measure · The completedWhether completion was independently confirmed.
  • How agreedProject management · Running it · The change log · The entriesFormally or in conversation.
  • AbsorbedProject management · Running it · The change log · The time costWhether it came from the buffer or moved the date.
  • Safe to reportProject management · Running it · The early warning · The safetyWhether raising a problem is treated as useful.
  • OptionsProject management · Running it · The early warning · The responseWhat responses are available.
  • MetProject management · Closing · The acceptance · The checkWhether it was satisfied.
  • AgreedProject management · Closing · The handover · The receiverWhether they accepted ownership.
  • TypeProject management · Closing · The handover · The packageDocumentation, access, training or contacts.
  • SufficientProject management · Closing · The handover · The packageWhether the receiver considers it adequate.
  • FundedProject management · Closing · The handover · The ongoing costWhether the receiving function has the budget.
  • CauseProject management · Closing · The record · The explanationScope, dependency, estimate or event.
  • CorrectableProject management · Closing · The record · The explanationWhether it could be avoided next time.
  • Benefits competitorsMarket Timing · Market readiness · The problem awareness · The education costWhether the education is appropriable at all.
  • SatisfiedMarket Timing · Market readiness · The problem awareness · The current behaviourWhether they consider the current answer adequate.
  • TypeMarket Timing · Market readiness · The prerequisites · The listTechnology, regulation, behaviour or infrastructure.
  • PresentMarket Timing · Market readiness · The prerequisites · The listWhether it exists today.
  • StatusMarket Timing · Market readiness · The prerequisites · The statusPresent, emerging or absent.
  • Could we build itMarket Timing · Market readiness · The prerequisites · The blockerWhether the organisation could create the condition itself.
  • FormMarket Timing · Market readiness · The existing spending · The spendProduct, service, staff time or workaround.
  • Existing lineMarket Timing · Market readiness · The existing spending · The budget holderWhether a budget line already exists.
  • SatisfactionMarket Timing · Market readiness · The existing spending · The dissatisfactionResented, tolerated or valued.
  • Actively lookingMarket Timing · Market readiness · The existing spending · The dissatisfactionWhether they are already considering alternatives.
  • TypeMarket Timing · The window · The opening · The causeRegulatory, technological, competitive or behavioural.
  • VisibilityMarket Timing · The window · The opening · The visibilityPublic, sector-known or privately observed.
  • Already respondingMarket Timing · The window · The opening · The visibilityWhether anyone has moved.
  • DurabilityMarket Timing · The window · The opening · The durabilityTemporary condition or permanent shift.
  • ParallelMarket Timing · The window · The lead time · The requirementWhether it can be built alongside the others.
  • FeasibleMarket Timing · The window · The lead time · The totalWhether the organisation can be ready in time.
  • DirectionMarket Timing · Signals to watch · The indicators · The readingsWhether it is moving towards readiness.
  • ActionableMarket Timing · Signals to watch · The indicators · The leadWhether the lead exceeds your own lead time.
  • FiredMarket Timing · Signals to watch · The threshold · The firingWhether the threshold has been reached.
  • FundableMarket Timing · Early and late · The early cost · The runwayWhether the wait is affordable.
  • AchievableMarket Timing · Early and late · The late cost · The requirementWhether the organisation could deliver it.
  • MechanismMarket Timing · Early and late · The advantage test · The conditionsWhich advantage mechanism.
  • PresentMarket Timing · Early and late · The advantage test · The conditionsWhether it applies in this market.
  • First mover ledMarket Timing · Early and late · The advantage test · The precedentWhether the first entrant ended up leading.
  • VerdictMarket Timing · Early and late · The advantage test · The verdictWhether being first confers a durable advantage.
  • TakenGolden Opportunities · Recognising them · The pattern · The examplesWhether the organisation acted on it.
  • ReliableGolden Opportunities · Recognising them · The pattern · The markersHow consistently the marker appears.
  • Route existsGolden Opportunities · Recognising them · The pattern · The blind spotsWhether they could raise it.
  • OutcomeGolden Opportunities · Recognising them · The response · The outcomePursued, declined or held.
  • CreditedGolden Opportunities · Recognising them · The response · The creditWhether they were visibly acknowledged.
  • InvolvedGolden Opportunities · Recognising them · The response · The creditWhether they were included in what followed.
  • ConsequenceGolden Opportunities · Qualifying · The questions · The unknownsWhat it would mean if it went badly.
  • AcceptableGolden Opportunities · Qualifying · The questions · The unknownsWhether proceeding without knowing is tolerable.
  • FirmGolden Opportunities · Qualifying · The deadline · The windowWhether the deadline is real or a negotiating position.
  • DiarisedGolden Opportunities · Qualifying · The deadline · The decision dateWhether the date is actually booked.
  • DefaultGolden Opportunities · Qualifying · The deadline · The fallbackWhat happens if no decision is made.
  • Can commit aloneGolden Opportunities · Qualifying · The authority · The levelsWhether they need to consult.
  • Out of cycleGolden Opportunities · Qualifying · The authority · The escalationWhether they can meet outside the normal schedule.
  • ConsequenceGolden Opportunities · Capacity to act · The releasable people · The displacementWhat stopping it would cost.
  • Pre-agreedGolden Opportunities · Capacity to act · The releasable people · The agreementWhether it was discussed in advance.
  • Slows itGolden Opportunities · Capacity to act · The authority · The conditionsWhether the condition costs time.
  • DecisionGolden Opportunities · The record · The decisions · The decisionTaken, declined or held.
  • HeldGolden Opportunities · The record · The expectation · The conditionsWhether it turned out to be true.
  • Knowable at the timeGolden Opportunities · The record · The expectation · The conditionsWhether it could have been checked.
  • HappenedGolden Opportunities · The record · The expectation · The alternativeWhether it actually did.
  • Decision qualityGolden Opportunities · The record · The review · The judgementSound or unsound given what was known.
  • OutcomeGolden Opportunities · The record · The review · The judgementGood or bad, independently of the decision quality.
  • Includes cancelledContingency Planning · Slippage · The history · The coverageWhether abandoned work is counted.
  • CategoryContingency Planning · Slippage · The ratio · The splitType of work.
  • AppliedContingency Planning · Slippage · The ratio · The applicationWhether estimates are adjusted by the ratio.
  • FixableContingency Planning · Slippage · The usual suspects · The fixableWhether it is within the organisation’s control.
  • VisibleContingency Planning · Buffers · The reserve · The placementWhether it is shown in the plan.
  • ConsolidatedContingency Planning · Buffers · The reserve · The placementWhether it is one block or distributed.
  • OutcomeContingency Planning · Buffers · The protection · The challengeWhether the buffer was kept.
  • TypeContingency Planning · The fallback plan · The alternative · The optionReduced scope, different route or deferral.
  • AcceptableContingency Planning · The fallback plan · The alternative · The costWhether the trade is tolerable.
  • CheckedContingency Planning · The fallback plan · The alternative · The viabilityWhether it has been verified.
  • ActionContingency Planning · The fallback plan · The trigger · The consequenceAutomatic or decision required.
  • Ever usedContingency Planning · Decision points · The date · The marginWhether the margin has been needed.
  • BookedContingency Planning · Decision points · The date · The diarisingWhether it is in a calendar.
  • MetContingency Planning · Decision points · The criterion · The standardWhether it was.
  • Raised anywayContingency Planning · Decision points · The criterion · The exclusionsWhether it came up in the meeting.
  • AvailableContingency Planning · Decision points · The decision · The deciderWhether they are free on the date.
  • Fallback still viableContingency Planning · Decision points · The decision · The deferralWhether it remains available.
  • DecisionContingency Planning · Decision points · The decision · The recordContinue, fall back or defer.
  • PlannableYear Wheel · The cycle · The demand cycle · The stabilityWhether it is stable enough to rely on.
  • MovableYear Wheel · The cycle · The operating cycle · The movableWhether the date is genuinely fixed.
  • SeverityYear Wheel · The cycle · The collisions · The overlapsHow much it costs.
  • RecoverableYear Wheel · Fixed points · The immovable · The consequenceWhether it can be put right afterwards.
  • External authorityYear Wheel · Fixed points · The assumed-fixed · The candidatesWhether one exists.
  • Cost to moveYear Wheel · Fixed points · The assumed-fixed · The dependenciesHow disruptive moving it would be.
  • KeptYear Wheel · Fixed points · The assumed-fixed · The testWhether the new date was retained.
  • ConsistentYear Wheel · Load across the year · The over-commitment · The consequenceWhether it is the same each time.
  • ActionYear Wheel · Load across the year · The over-commitment · The resolutionMove, drop or resource.
  • MatchedYear Wheel · The review rhythm · The cadences · The matchWhether the cadence fits.
  • DeliberateYear Wheel · The review rhythm · The distribution · The spreadWhether the clustering was chosen.
  • DelegatedYear Wheel · The review rhythm · The adherence · The attendanceWhether a substitute attends instead.

Every attribute type in the framework is listed in the attribute library.