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Attribute · Wording

Text

Free wording that carries meaning but is not meant to be quoted verbatim.

The type

What it is

Most descriptive fields in the framework are text: a description of an opportunity, a note on what a measure covers, a summary of what was discussed.

Text can be rewritten without ceremony. That is exactly what separates it from a statement, and confusing the two is why some organisations version things that do not need it and leave unversioned the things that do.

How it is recorded

A short paragraph. Long enough to be specific, short enough that nobody skips it.

Examples

  • A description of a declined opportunity
  • What a milestone covers
  • A note on scope

The usual mistake

Letting it grow. A text field that reaches a page has usually swallowed something that deserved its own attribute.

Shared across the framework

Where this type is used

1006 places in the framework carry this type. Each names it locally; the definition stays here.

Goal Core90 places

  • AnswerPurpose · Reason for being · The laddering record · The rungsThe intermediate wording is often more usable in marketing than the final abstraction.
  • LinePurpose · Reason for being · The laddering record · Discarded linesNames a direction the organisation consciously refused.
  • What was declinedPurpose · Reason for being · The refusal test · Actual refusalsConcrete enough that the cost of holding the purpose is visible.
  • ScenarioPurpose · Reason for being · The refusal test · Hypothetical refusalsVague scenarios cannot be agreed or disagreed with.
  • CasePurpose · Reason for being · The refusal test · Contested casesRecords the situation that exposed the ambiguity.
  • Ambiguity foundPurpose · Reason for being · The refusal test · Contested casesTurns a disagreement into a specific edit for the next version.
  • Group namePurpose · Stakeholder rationale · The stakeholder map · The groupsWho they are, named narrowly enough that two people would identify the same set.
  • ChannelPurpose · Stakeholder rationale · The stakeholder map · RepresentationHow the group’s view actually reaches a decision.
  • SubjectPurpose · Stakeholder rationale · The conflict register · The tensionWhat the conflict is actually about, narrowly stated.
  • CasePurpose · Stakeholder rationale · The conflict register · DeparturesWhat was decided differently.
  • The questionPurpose · Alignment · Decision gates · The gateThe exact wording of the test applied at this point.
  • What changedPurpose · Alignment · Decision gates · OutcomesWhat the test altered about the decision, if anything.
  • CommitmentPurpose · Alignment · The alignment review · What it missedWhat was committed to without the test being applied.
  • ChangePurpose · Alignment · The alignment review · AdjustmentsWhat was altered — threshold, placement, or owner.
  • DecisionPurpose · Integrity · The evidence audit · The decisionsWhat was decided, in one line.
  • DivergencePurpose · Integrity · The evidence audit · The comparisonWhere the two purposes point in different directions.
  • ImpressionPurpose · Integrity · The external read · New joinersWhat they say the organisation seems to be for.
  • StatementPurpose · Integrity · The external read · LeaversWhat they say the organisation is actually optimising for.
  • PerceptionPurpose · Integrity · The external read · CustomersWhat customers say the organisation seems to care about.
  • StatedPurpose · Integrity · The gap log · The gapWhat the purpose implies should happen.
  • EnactedPurpose · Integrity · The gap log · The gapWhat actually happens.
  • ContributionShort term goals · Quarterly objectives · The objective set · The traceHow this quarter moves that goal specifically.
  • CandidateShort term goals · Quarterly objectives · The objective set · What was cutThe objective that was considered.
  • FindingShort term goals · Quarterly objectives · The review record · What was learnedWhat is now known that was not known at the start.
  • ResolvesShort term goals · Milestones · The milestone schedule · The checkpointsWhat will be known after it that is not known before.
  • ConditionShort term goals · Milestones · Completion criteria · The criteriaWhat must be observably true.
  • OutstandingShort term goals · Milestones · The go / no-go record · The basisWhat was not met but was accepted.
  • ThresholdShort term goals · Milestones · The go / no-go record · Stopping authorityWhat they would need to see to invoke it.
  • CandidateShort term goals · Quick wins · The candidate list · The candidatesWhat would exist afterwards.
  • TestShort term goals · Quick wins · Selection criteria · The testsThe condition being applied.
  • What they need to hearShort term goals · Quick wins · The visibility plan · The audiencesThe point that matters to this group specifically.
  • What it does not showShort term goals · Quick wins · The visibility plan · The claimThe limit of what this win demonstrates.
  • Normal rangeShort term goals · Leading indicators · The indicator set · The thresholdsThe historical variation, so noise can be distinguished from signal.
  • ActionShort term goals · Leading indicators · The indicator set · The responseWhat is done when the signal fires.
  • ConditionLong term goals · Long-range ambition · The arrival test · The conditionsWhat must be observably true.
  • SpreadLong term goals · Long-range ambition · The confidence note · The initial viewWhether the view was shared or divided across the group.
  • Rests onLong term goals · Long-range ambition · The confidence note · The driversThe main things that make it seem achievable.
  • Biggest swing factorLong term goals · Long-range ambition · The confidence note · The driversWhat would most change the assessment.
  • ConditionsLong term goals · Growth horizons · The allocation · The protectionWhat circumstances would justify it.
  • What counts as a good failureLong term goals · Growth horizons · Measures per horizon · Failure toleranceThe learning that makes an unsuccessful bet worthwhile.
  • If it failsLong term goals · Direction of growth · The growth split · The concentrationWhat happens to the ambition if that direction does not deliver.
  • Missing capabilityLong term goals · Direction of growth · The risk rating · The capability gapWhat is needed and not currently held.
  • QuestionLong term goals · Direction of growth · The learning list · The questionsWhat needs to be found out, phrased so it can be answered.
  • FindingLong term goals · Direction of growth · The learning list · The answersWhat was learned.
  • What it changedLong term goals · Direction of growth · The learning list · The answersHow the plan altered as a result.
  • RangeLong term goals · Assumptions and scenarios · The scenario set · The axesThe two ends the uncertainty could resolve to.
  • NameLong term goals · Assumptions and scenarios · The scenario set · The worldsA short memorable label for the world.
  • DescriptionLong term goals · Assumptions and scenarios · The scenario set · The worldsWhat this world looks like in practice.
  • ImplicationLong term goals · Assumptions and scenarios · The scenario set · The worldsWhat the goal would have to become in this world.
  • MoveLong term goals · Assumptions and scenarios · The scenario set · The robust movesThe action that holds across scenarios.
  • SignalLong term goals · Assumptions and scenarios · Signposts · The signalsThe observable event or shift.
  • ResponseLong term goals · Assumptions and scenarios · Signposts · The triggerWhat is done when the signal appears.
  • DiagnosisTactical goals · Cascade and catchball · The cascade brief · The problemWhat is in the way, in one paragraph.
  • FixedTactical goals · Cascade and catchball · The cascade brief · The constraintsWhat genuinely cannot change.
  • NegotiableTactical goals · Cascade and catchball · The cascade brief · The constraintsWhat the team may propose differently.
  • ConditionTactical goals · Cascade and catchball · The counter-proposals · The conditionsWhat must be true for the commitment to hold.
  • ObservationTactical goals · Cascade and catchball · The counter-proposals · What they sawWhat the team knows that changes the picture.
  • ChangeTactical goals · Cascade and catchball · The agreed commitment · What movedWhat differs from the original ask.
  • DeliverableTactical goals · Initiatives · The initiative brief · The outputWhat will exist afterwards that does not now.
  • IncludedTactical goals · Initiatives · The initiative brief · The boundariesWhat the initiative covers.
  • ExcludedTactical goals · Initiatives · The initiative brief · The boundariesWhat it explicitly does not cover.
  • MechanismTactical goals · Initiatives · The initiative brief · The linkHow completing this moves that goal.
  • DependencyTactical goals · Initiatives · The dependency list · The dependenciesWhat must be in place first.
  • ConditionTactical goals · Initiatives · The definition of done · The conditionsWhat must be observably true.
  • Learning recordedTactical goals · Initiatives · The definition of done · The closureWhat the initiative revealed, captured at closure.
  • Scope authorityTactical goals · Ownership · The ownership record · The authorityWhat they can change about the goal itself.
  • About whatTactical goals · Ownership · The responsibility split · ConsultedThe specific decisions requiring their input.
  • ConditionTactical goals · Ownership · The escalation path · The triggerWhat counts as blocked.
  • Capability requiredTactical goals · Resourcing · The resource estimate · The capabilityThe specific skill the work depends on.
  • What it preventsStrategic goals · Diagnosis · The diagnosis statement · The constraintWhat becomes possible if it were removed.
  • What is missingStrategic goals · Diagnosis · The evidence behind it · The strengthWhat evidence would settle it.
  • FalsifierStrategic goals · Diagnosis · The evidence behind it · The falsifierWhat observation would show the diagnosis is mistaken.
  • ConditionStrategic goals · Diagnosis · Rejected diagnoses · The conditionsWhat would have to be true for this reading to win.
  • What it coversStrategic goals · Strategic themes · The theme set · The themesWhat kind of work belongs under it.
  • Why hereStrategic goals · Strategic themes · The theme set · The membershipWhat it reinforces within the theme.
  • MechanismStrategic goals · Strategic themes · The causal map · The linksHow the first makes the second easier.
  • What is given upStrategic goals · Trade-offs · The exclusion list · The costThe opportunity being declined.
  • Does not coverStrategic goals · Trade-offs · The exclusion list · The boundaryThe adjacent cases the exclusion leaves open.
  • What was knownStrategic goals · Trade-offs · The reasoning record · The argumentThe information available at the time.
  • Case againstStrategic goals · Trade-offs · The reasoning record · The dissentThe strongest argument for not excluding it.
  • ConditionStrategic goals · Trade-offs · Reopening conditions · The conditionsWhat would have to change.
  • How it could be gamedStrategic goals · Horizon and measures · The primary measure · The gaming riskThe way the number could move without the goal advancing.
  • What it explainsStrategic goals · Horizon and measures · Supporting measures · The context measuresWhat movement in the primary measure this would account for.
  • Rules outPurpose · Core values · The value set · The exclusionWhat the value refuses, concretely.
  • Would be easier ifPurpose · Core values · The value set · The exclusionWhat the organisation could do if it dropped the value, which is the honest cost.
  • OppositePurpose · Core values · The value set · The distinguishing testThe position a reasonable organisation could hold instead.
  • InstancePurpose · Core values · The price paid · The instancesWhat was decided, and against what alternative.
  • Non-financial costPurpose · Core values · The price paid · The costWhat was given up that was not money.
  • What happenedPurpose · Core values · The enforcement record · The breachesThe breach, described without naming individuals where appropriate.
  • What was readPurpose · Core values · The enforcement record · The signalThe conclusion people drew, established by asking.

Business Core247 places

  • CapabilityHR · Workforce planning · The capability map · The capability listThe name is the whole map — too narrow and it becomes a task list, too broad and it explains nothing.
  • AssumptionHR · Workforce planning · The demand forecast · The assumptionsWritten down, an assumption can be revisited; implicit, it silently becomes a fact.
  • RequirementHR · Recruitment and selection · The role definition · The requirementsStated as a demonstrable ability rather than as a credential where possible.
  • OutcomeHR · Recruitment and selection · The role definition · The success pictureWhat the role should have produced or changed, in observable terms.
  • CriterionHR · Recruitment and selection · The assessment design · The criteriaDescribes the observable answer at each level rather than a numeric feel.
  • ReservationHR · Recruitment and selection · The decision record · The reservationsNamed honestly, it becomes support; left unsaid, it becomes a surprise at month six.
  • ObjectiveHR · Development · The development plan · The objectiveWritten as an ability to be demonstrated rather than a course to be attended.
  • ActivityHR · Development · The development plan · The routeThe assignment, the support and the formal training, in that order of weight.
  • What gets droppedHR · Development · The development plan · The routeThe line most often missing, and the reason most plans stall in a busy quarter.
  • AssignmentHR · Development · The assignment record · The assignmentThe actual work, described so that a reader can tell whether it was consequential.
  • FallbackHR · Development · The assignment record · The supportWhat happens if it does not work, agreed before it starts.
  • EvidenceHR · Development · The capability check · The evidenceThe demonstrated instance — what was produced or handled, and when.
  • QuestionHR · Retention and engagement · The engagement read · The instrumentHeld constant between rounds, because a reworded question is a new measure.
  • ActionHR · Retention and engagement · The engagement read · The responseWhat changed, stated specifically enough that people can recognise it happening.
  • In their wordsHR · Retention and engagement · The exit findings · The stated reasonsThe verbatim, which is where the meaning the category dropped is preserved.
  • PatternHR · Retention and engagement · The exit findings · The patternThe recurring finding, stated as something that could be acted on.
  • SituationValue Proposition · Customer jobs and pains · The job statement · The contextWhen and where the job arises, which is what makes it recognisable to the customer.
  • ConstraintValue Proposition · Customer jobs and pains · The job statement · The contextBudget, policy, timing or skill — the limits any solution has to fit inside.
  • Trigger eventValue Proposition · Customer jobs and pains · The job statement · The triggerThe specific change that starts the search, which is what timing should be built around.
  • PainValue Proposition · Customer jobs and pains · The pain list · The painThe specific outcome, obstacle or risk, attached to where in the job it occurs.
  • WorkaroundValue Proposition · Customer jobs and pains · The pain list · The workaroundWhat they do today, which is the thing any offer must actually displace.
  • GainValue Proposition · Customer jobs and pains · The gain list · The gainThe outcome, stated so that its presence or absence could be observed.
  • ItemValue Proposition · The offer · The offer inventory · The itemsWhat is provided, at the level at which it could be separately received.
  • ElementValue Proposition · The offer · The offer inventory · The included elementsThe included component, named so that it can be valued or removed deliberately.
  • TermValue Proposition · The offer · The offer inventory · The termsThe condition itself, in the form the customer encounters it.
  • CriterionValue Proposition · Differentiation · The alternative set · The comparisonA dimension the customer uses, not one you would prefer them to use.
  • ProtectionValue Proposition · Differentiation · The difference statement · The durabilityWhat actually makes it hard to copy, as distinct from what makes it hard to notice.
  • Given upValue Proposition · Differentiation · The deliberate weaknesses · The trade-offWhat the offer deliberately does not do or does not serve.
  • Bought with itValue Proposition · Differentiation · The deliberate weaknesses · The trade-offThe strength this makes possible, which is what makes it a choice rather than a flaw.
  • Pressure sourceValue Proposition · Differentiation · The deliberate weaknesses · The drift checkWhere the pressure to close it comes from, which is usually a specific customer or deal.
  • ClaimValue Proposition · Proof · The claim inventory · The claimThe exact wording, since the strength of the evidence needed depends on it.
  • Evidence neededValue Proposition · Proof · The gaps · The gapWhat would close it, which is what converts the gap into a task.
  • MetricMonetisation · Revenue model · The metric decision · The metricThe unit itself, defined in terms both parties can verify.
  • Counting ruleMonetisation · Revenue model · The metric decision · The metricHow it is counted, which is where invoicing disputes actually originate.
  • MismatchMonetisation · Revenue model · The metric decision · The value trackingWhere the metric and the value diverge, which is where renewal arguments start.
  • Encouraged behaviourMonetisation · Revenue model · The metric decision · The behaviour checkWhat customers do more of because of the metric.
  • Discouraged behaviourMonetisation · Revenue model · The metric decision · The behaviour checkWhat they avoid — frequently the usage that would have made them successful.
  • StreamMonetisation · Revenue model · The stream map · The streamsWhat it is and what event triggers it.
  • Rewarded behaviourMonetisation · Revenue model · The incentive check · The internal incentiveWhat the model pays the organisation to do more of.
  • ConflictMonetisation · Revenue model · The incentive check · The conflictWhat the model pushes against, stated plainly.
  • TierMonetisation · Pricing · The price list · The tiersThe tier name and what defines entry to it.
  • VariationMonetisation · Pricing · The price list · The variationsThe reason for the deviation from list.
  • ReferenceMonetisation · Pricing · The value basis · The reference pointWhat they compare against, which is often not what you would expect.
  • ConditionMonetisation · Pricing · The discount policy · The exchangeWhat must hold for the discount to continue applying.
  • DriverMonetisation · Margin structure · The scale model · The cost splitWhat makes it move, which is what a forecast needs in order to project it.
  • What stepsMonetisation · Margin structure · The scale model · The step pointsThe specific facility, role or system, so it can be planned rather than discovered.
  • Shared driverMonetisation · Revenue quality · The concentration measure · The correlation checkThe common factor behind sources that look independent.
  • CandidateCore Competencies · Identification · The candidate list · The candidatesPhrased as an ability, which is what separates a competence from an asset.
  • Restated asCore Competencies · Identification · The candidate list · The level checkThe revised wording where the level was wrong.
  • InstanceCore Competencies · Identification · The evidence file · The instancesWhat was done and what resulted.
  • ConditionsCore Competencies · Identification · The evidence file · The instancesThe circumstances, so repeated successes are not all from the same easy case.
  • FailureCore Competencies · Identification · The evidence file · The counter-evidenceWhat did not work, with enough context to see the pattern.
  • ClaimCore Competencies · Identification · The self-image gap · The claimedThe stated strength, in the wording used.
  • True withinCore Competencies · Identification · The self-image gap · The supportedThe scope in which the claim does hold, which is usually narrower than stated.
  • ImplicationCore Competencies · Testing for advantage · The test results · The failuresWhat the failure means: table stakes, copyable, or wasted internally.
  • CompetenceCore Competencies · Testing for advantage · The confirmed set · The confirmedThe confirmed capability, in its final wording.
  • Could apply inCore Competencies · Testing for advantage · The confirmed set · The applicationWhere else it could be used, which is usually the more valuable field.
  • ThreatCore Competencies · Testing for advantage · The clock · The threatsThe specific development that would end it.
  • IndicatorCore Competencies · Testing for advantage · The clock · The watchWhat would move first if the threat were materialising.
  • Held inCore Competencies · Building · The route decision · The retentionWhere the competence would live — people, process, systems or documentation.
  • StageCore Competencies · Building · The build plan · The sequenceWhat is done at this stage, in terms of actual work.
  • Demonstrable outcomeCore Competencies · Building · The build plan · The sequenceWhat exists at the end of it, which is what protects the build from cancellation.
  • DisplacedCore Competencies · Building · The build plan · The displacementWhat stops, slows or is handed elsewhere.
  • ActionCore Competencies · Building · The absorption check · The embedding actionsWhat is being done to embed it.
  • DependencyCore Competencies · Protecting · The dependency map · The dependenciesWhat the competence requires.
  • Not coveredCore Competencies · Protecting · The embedding record · The coverageWhat remains only in people, which is usually the judgement and the exceptions.
  • Review triggerCore Competencies · Protecting · The embedding record · The freshnessWhat prompts a check, ideally a process change rather than a date.
  • IndicatorCore Competencies · Protecting · The erosion watch · The indicatorsThe specific thing being watched.
  • ResponseCore Competencies · Protecting · The erosion watch · The triggerWhat happens when it triggers, agreed in advance.
  • DescriptionBusiness Assets · Asset register · The register · The entryWhat it does, which stays true when what it is called changes.
  • AssetBusiness Assets · Asset register · The intangible schedule · The intangiblesWhat it is, described by what it enables.
  • Loss scenarioBusiness Assets · Asset register · The intangible schedule · The exposureHow it could actually be lost, which is rarely theft.
  • ProtectionBusiness Assets · Asset register · The intangible schedule · The exposureWhat currently prevents that, including who renews what.
  • CorrectionBusiness Assets · Asset register · The review record · The correctionsWhat was changed in the register.
  • Process changeBusiness Assets · Asset register · The review record · The correctionsWhat was changed so it recurs less, which is the part usually skipped.
  • AssetBusiness Assets · Intellectual property · The IP schedule · The assetsWhat it is and what it covers.
  • ScopeBusiness Assets · Intellectual property · The IP schedule · The assetsWhat the right actually protects, which is narrower than the asset itself.
  • Nature of gapBusiness Assets · Intellectual property · The ownership evidence · The gapsWhat is missing or ambiguous.
  • ComponentBusiness Assets · Intellectual property · The licence obligations · The inbound licencesWhat is being used under licence.
  • RestrictionBusiness Assets · Intellectual property · The licence obligations · The restrictionsWhat the licence prevents or requires.
  • Action neededBusiness Assets · Intellectual property · The licence obligations · The compliance positionWhat would resolve it, which is frequently a single file.
  • Use definitionBusiness Assets · Utilisation · The utilisation measure · The definition of useWhat counts, defined tightly enough that allocation is not mistaken for use.
  • AbsorbsBusiness Assets · Utilisation · The target set · The headroomWhat the headroom exists for, which is what defends it in a cost review.
  • Cost driverBusiness Assets · Lifecycle · The lifecycle cost model · The running costWhat makes it rise — age, usage or vendor pricing.
  • TransitionBusiness Assets · Lifecycle · The replacement schedule · The planHow the switch happens, including any overlap period.
  • Data heldBusiness Assets · Lifecycle · The disposal procedure · The data stepWhat is on it, including in places that are not obvious.
  • ObligationBusiness Assets · Lifecycle · The disposal procedure · The obligationsWhat must be done and under what rule.
  • StepOperational Systems · Process design · The current-state map · The stepsWhat happens to the work here.
  • What is lostOperational Systems · Process design · The current-state map · The handoversContext, information or accountability that does not survive the handover.
  • WorkaroundOperational Systems · Process design · The current-state map · The workaroundsWhat people actually do instead.
  • Waiting forOperational Systems · Process design · The time analysis · The waiting timeWhat specifically is being waited on, which is what makes it addressable.
  • ChangeOperational Systems · Process design · The future-state design · The changesWhat is being changed in the process.
  • StepOperational Systems · Process design · The future-state design · The new flowThe steps in the new sequence.
  • In-flight handlingOperational Systems · Process design · The future-state design · The transitionWhat happens to work already in the old process.
  • ToolOperational Systems · Tooling · The tool inventory · The toolsWhat it is.
  • PurposeOperational Systems · Tooling · The tool inventory · The toolsThe job it does, stated so overlaps become visible.
  • Overlapping jobOperational Systems · Tooling · The tool inventory · The overlapsThe job several tools are doing.
  • RequirementOperational Systems · Tooling · The fit assessment · The requirementsWhat the process needs, derived from the map rather than from a feature list.
  • GapOperational Systems · Tooling · The fit assessment · The fitWhat is missing, in operational rather than feature terms.
  • CompromiseOperational Systems · Tooling · The fit assessment · The process compromisesWhat the process does differently because of the tool.
  • What movesOperational Systems · Tooling · The retirement plan · The migrationThe data, integration or artefact to be migrated.
  • DependencyOperational Systems · Tooling · The retirement plan · The dependenciesWhat relies on the tool.
  • Data dispositionOperational Systems · Tooling · The retirement plan · The cutoffArchived, migrated or destroyed, with where the archive lives.
  • ConditionOperational Systems · Standards and quality · The standard · The conditionsThe requirement, written as something checkable.
  • DefectOperational Systems · Standards and quality · The defect record · The defectWhat deviated from the standard.
  • ChangeOperational Systems · Continuous improvement · The improvement log · The changeWhat was actually changed.
  • ProposalOperational Systems · Continuous improvement · The improvement log · The not takenWhat was suggested.
  • ConfounderOperational Systems · Continuous improvement · The measurement · The confoundersWhat else changed in the period.
  • NeedPartners · Partner selection · The partnership case · The needThe gap, stated without naming a partner.
  • Success outcomePartners · Partner selection · The partnership case · The success definitionWhat the partnership must produce.
  • CriterionPartners · Partner selection · The selection criteria · The criteriaWhat is being assessed.
  • Strong answerPartners · Partner selection · The selection criteria · The criteriaWhat good looks like, written before candidates are seen.
  • Partner gainsPartners · Partner selection · The selection criteria · The incentive questionWhat they get from it working well, specifically.
  • Where interests divergePartners · Partner selection · The selection criteria · The incentive questionThe point at which their interest and yours part company.
  • DisqualifierPartners · Partner selection · The selection criteria · The disqualifiersWhat rules a candidate out absolutely.
  • FindingPartners · Partner selection · The due diligence record · The checksWhat was actually found, not merely that the check happened.
  • Work referencedPartners · Partner selection · The due diligence record · The referencesWhat kind of engagement, which determines how much the reference is worth.
  • What they would changePartners · Partner selection · The due diligence record · The referencesThe question that produces a real answer rather than a rating.
  • Not verifiedPartners · Partner selection · The due diligence record · The unverifiedWhat could not be established.
  • Relying onPartners · Partner selection · The due diligence record · The unverifiedWhat is being taken on trust instead.
  • DeliverablePartners · The agreement · The obligations · The deliverablesWhat is provided.
  • Definition of completePartners · The agreement · The obligations · The deliverablesWhat counts as delivered, which is what disputes are actually about.
  • ConsequencePartners · The agreement · The obligations · The service levelsWhat follows a miss, which is what makes the level real.
  • DependencyPartners · The agreement · The obligations · The dependenciesWhat is needed from the other side.
  • Effect if latePartners · The agreement · The obligations · The dependenciesWhat happens to the obligation if the input does not arrive.
  • What it coversPartners · The agreement · The commercial terms · The pricing basisWhat is included, which is where scope disputes originate.
  • ConditionsPartners · The agreement · The commercial terms · The payment termsWhat must be true before payment is due.
  • Change controlPartners · The agreement · The commercial terms · The change mechanismHow scope changes are agreed and priced.
  • AssistancePartners · The agreement · The exit terms · The transitionWhat must be provided during transition.
  • What is retainedPartners · The agreement · The exit terms · The retained rightsThe right, asset or data in question.
  • Return or destroyPartners · The agreement · The exit terms · The retained rightsWhat happens to what the other side holds.
  • AuthorityPartners · Governance · The relationship owners · The ownersWhat they can decide alone, which determines whether the role works.
  • Accountable forPartners · Governance · The relationship owners · The accountabilityThe specific outcomes, drawn from the partnership case.
  • Context passed onPartners · Governance · The relationship owners · The handoverInformal agreements and history, which otherwise leave with the person.
  • Standing itemPartners · Governance · The meeting rhythm · The agendaWhat is reviewed every time.
  • AgreedPartners · Governance · The meeting rhythm · The recordWhat was decided.
  • TriggerPartners · Governance · The escalation path · The triggerWhat causes escalation.
  • IssuePartners · Governance · The escalation path · The resolution recordWhat was escalated.
  • ResolutionPartners · Governance · The escalation path · The resolution recordHow it was settled.
  • Effect on partnerPartners · Value review · The performance record · The own performanceWhat the miss did to their ability to perform.
  • IssuePartners · Value review · The performance record · The issuesWhat went wrong.
  • GapPartners · Value review · The decision · The assessmentWhat was missing, which is what a renegotiation would address.
  • What would change itPartners · Value review · The decision · The outcomeThe condition that would produce a different answer next time.
  • HowStakeholders · Identification · The stakeholder list · The directionThe specific mechanism, which is what makes the entry actionable.
  • PowerStakeholders · Identification · The influence map · The powerWhat they can actually do, described concretely.
  • ClaimStakeholders · Identification · The influence map · The legitimacyWhat they are entitled to expect.
  • ConsequenceStakeholders · Identification · The influence map · The divergencesWhat the organisation is doing as a result, usually without deciding to.
  • Trigger eventStakeholders · Identification · The review trigger · The triggersWhat prompts a review.
  • ChangedStakeholders · Identification · The review trigger · The changesWhat was added, removed or reassessed.
  • ExpectationStakeholders · Expectations · The expectation record · The stated expectationTheir words, since paraphrase loses the specific.
  • CommunicatedStakeholders · Expectations · The expectation record · The response positionWhether the position has been said out loud to the stakeholder.
  • Asking forStakeholders · Expectations · The interest analysis · The positionThe specific request.
  • Underlying interestStakeholders · Expectations · The interest analysis · The interestWhat the request is for.
  • Cheaper way to meet itStakeholders · Expectations · The interest analysis · The interestAn alternative that serves the interest, which is what the analysis is for.
  • Shared interestStakeholders · Expectations · The interest analysis · The overlapWhat they both actually want.
  • Single actionStakeholders · Expectations · The interest analysis · The overlapWhat would serve both, where such a thing exists.
  • Likely responseStakeholders · Expectations · The conflict register · The unservedWhat they will do about it, which determines whether this needs managing.
  • What was saidStakeholders · Engagement · The engagement level · The declarationHow the level was communicated.
  • OpenStakeholders · Engagement · The engagement level · The boundariesWhat can genuinely be influenced.
  • FixedStakeholders · Engagement · The engagement level · The boundariesWhat has already been decided.
  • Who is missingStakeholders · Engagement · The method · The participationWhich parties are not showing up, which is more informative than the rate.
  • DecisionStakeholders · Engagement · The feedback loop · The decision reportWhat was decided.
  • EffectStakeholders · Engagement · The feedback loop · The input useWhat changed as a result, specifically.
  • InputStakeholders · Engagement · The feedback loop · The not adoptedWhat was suggested.
  • Used forStakeholders · Reporting · The reporting schedule · The recipientsWhat decision or oversight need it serves.
  • What changedStakeholders · Reporting · The report content · The changesThe movement itself.
  • InterpretationStakeholders · Reporting · The report content · The interpretationWhat it means, in your assessment.
  • What would change itStakeholders · Reporting · The report content · The interpretationWhat would alter the interpretation, which is what makes it honest.
  • ActionStakeholders · Reporting · The report content · The actionsWhat is being done.
  • TriggerStakeholders · Reporting · The disclosure rule · The triggersWhat must be reported.
  • Clock starts onStakeholders · Reporting · The disclosure rule · The timingAwareness rather than understanding, which is what catches people out.
  • DefaultStakeholders · Reporting · The disclosure rule · The deciderWhat happens if no decision is reached, which should be to disclose.
  • LineFinance · Budgeting · The budget · The linesWhat the money is for, at a level someone can act on.
  • AssumptionFinance · Budgeting · The budget · The assumptionsWhat the figure depends on.
  • ResolutionFinance · Budgeting · The strategy check · The mismatchesWhether the budget or the priority was changed as a result.
  • AssumptionFinance · Forecasting · The forecast · The assumptionsWhat the estimate rests on.
  • ScenarioFinance · Forecasting · The scenario set · The scenariosWhat is different about the world in this case.
  • SignalFinance · Forecasting · The scenario set · The signalsThe observable indicator.
  • ResponseFinance · Forecasting · The scenario set · The responseWhat would be done.
  • What stopsFinance · Forecasting · The scenario set · The responseWhat would be cancelled, which is the hardest part to decide under pressure.
  • CorrectionFinance · Forecasting · The accuracy record · The correctionWhat changed in how forecasts are produced.
  • Supplier effectFinance · Cash flow · The conversion cycle · The payable daysHow extension affects the relationship, which is a real cost.
  • Facility conditionsFinance · Cash flow · The runway · The available cashWhat must hold for undrawn facilities to be available.
  • DecisionFinance · Cash flow · The runway · The decision pointsWhat would have to be decided.
  • SectionFinance · Financial reporting · The reporting pack · The contentsWhat the section contains.
  • Supports decisionFinance · Financial reporting · The reporting pack · The contentsWhat it helps someone decide.
  • Basis differencesFinance · Financial reporting · The reporting pack · The separationWhere the two differ and why.
  • StepFinance · Financial reporting · The close calendar · The sequenceWhat happens.
  • Estimated itemFinance · Financial reporting · The close calendar · The estimatesWhat is estimated rather than awaited.
  • Waiting forFinance · Financial reporting · The close calendar · The bottleneckWhat specifically, and from whom.
  • FixFinance · Financial reporting · The close calendar · The bottleneckWhat would remove it, which is usually smaller than expected.
  • ExplanationFinance · Financial reporting · The commentary · The explanationsWhat happened, rather than the number restated in words.
  • ActionFinance · Financial reporting · The commentary · The actionsWhat is being done.
  • ExpectationFinance · Financial reporting · The commentary · The outlookWhat is expected in the coming period.
  • What would change itFinance · Financial reporting · The commentary · The outlookThe risk or opportunity that would move the expectation.
  • SuppliesSupply Chain · Sourcing · The supplier list · The suppliersWhat input they provide.
  • IncludesSupply Chain · Sourcing · The total cost comparison · The priceWhat is covered, which differs between quotes and makes them incomparable.
  • InputSupply Chain · Sourcing · The concentration position · The single sourcesWhat is single-sourced.
  • RouteSupply Chain · Logistics · The network · The routesFrom where to where.
  • SegmentSupply Chain · Logistics · The lead time record · The segmentsWhich part of the journey.
  • Shared sourceSupply Chain · Resilience · The dependency map · The shared sourcesWhat is common.
  • Regional riskSupply Chain · Resilience · The dependency map · The geographyWhat could affect the region as a whole.
  • Failure pointSupply Chain · Resilience · The failure points · The pointsWhat would fail.
  • MitigationSupply Chain · Resilience · The failure points · The statusWhat is in place, where anything is.
  • First actionSupply Chain · Resilience · The tested response · The planWhat is done immediately, which is what plans usually lack.
  • FindingsSupply Chain · Resilience · The tested response · The rehearsalWhat did not work, which is the output that matters.
  • ResourceManufacturing Operations · Capacity planning · The capacity model · The resourcesWhat produces output — equipment, people or system.
  • DeductionManufacturing Operations · Capacity planning · The capacity model · The deductionsWhat reduces available capacity.
  • Product familyManufacturing Operations · Capacity planning · The demand plan · The volumesWhich family, since mix affects constraint consumption.
  • OperationManufacturing Operations · Production flow · The flow map · The operationsWhat happens at this step.
  • Release ruleManufacturing Operations · Production flow · The WIP limit · The release ruleWhat triggers release of new work.
  • Exception pathManufacturing Operations · Production flow · The WIP limit · The release ruleHow urgent work jumps the queue, which should be rare and explicit.
  • CharacteristicManufacturing Operations · Quality management · The specification · The characteristicsWhat is specified.
  • MethodManufacturing Operations · Quality management · The specification · The measurement methodHow it is measured, including the instrument.
  • Sampled acrossManufacturing Operations · Quality management · The capability measure · The variationShifts, batches and operators, since within-shift sampling understates variation.
  • Instability sourceManufacturing Operations · Quality management · The capability measure · The stabilityWhat causes the shifts, where any are present.
  • Root causeManufacturing Operations · Quality management · The root cause record · The investigationWhat actually produced the defect.
  • ActionManufacturing Operations · Quality management · The root cause record · The corrective actionWhat was changed.
  • TaskManufacturing Operations · Maintenance · The schedule · The planned workWhat is done.
  • PartManufacturing Operations · Maintenance · The schedule · The sparesWhat is needed.
  • DetailManufacturing Operations · Maintenance · The downtime record · The causesThe specific failure, which is what makes repeats identifiable.
  • Repeating causeManufacturing Operations · Maintenance · The downtime record · The repeatsWhat keeps happening.
  • ObligationCompliance · Regulatory mapping · The obligations register · The obligationsWhat the rule requires, in operational terms.
  • RequirementCompliance · Regulatory mapping · The requirement translation · The requirementsWhat must be done, in operational language.
  • EvidenceCompliance · Regulatory mapping · The requirement translation · The evidence requirementWhat must exist as proof.
  • RouteCompliance · Regulatory mapping · The change watch · The watcherWhat they do with a change, which is what gets it into the register.
  • ChangeCompliance · Regulatory mapping · The change watch · The change logWhat changed in the rules.
  • ControlCompliance · Controls · The control set · The controlsWhat the control is.
  • MechanismCompliance · Controls · The control set · The designHow it works in practice.
  • BypassCompliance · Controls · The control set · The designHow it could be overridden, and what controls the override.
  • Judgement requiredCompliance · Controls · The control owner · The competenceWhat the operator has to decide, which determines the competence needed.
  • ArtefactCompliance · Controls · The evidence trail · The artefactWhat the control produces.
  • ShowsCompliance · Controls · The evidence trail · The artefactWhat the artefact actually demonstrates, which is sometimes less than assumed.
  • ConflictsCompliance · Controls · The evidence trail · The retentionWhere retention and deletion requirements collide.
  • Evidence examinedCompliance · Monitoring · The test record · The methodWhat was actually looked at.
  • Exception detailCompliance · Monitoring · The test record · The resultWhat was wrong in each case.
  • FindingCompliance · Monitoring · The findings log · The findingWhat was found, as a condition rather than a remedy.
  • ActionCompliance · Monitoring · The findings log · The actionWhat is being done.
  • DefinitionCompliance · Incident response · The incident definition · The definitionWhat qualifies, as an observable condition.
  • CriteriaCompliance · Incident response · The incident definition · The severity levelsWhat puts an incident at this level.
  • TriggersCompliance · Incident response · The incident definition · The severity levelsWhat automatically happens at this level.
  • RouteCompliance · Incident response · The incident definition · The raising routeHow to raise it, at any hour.
  • Containment actionCompliance · Incident response · The response plan · The containmentWhat is done immediately.
  • DecidesCompliance · Incident response · The response plan · The rolesWhat this role has authority to decide alone.
  • Clock starts onCompliance · Incident response · The response plan · The notificationsAwareness rather than understanding, which is what catches organisations out.
  • CauseCompliance · Incident response · The post-incident review · The causeWhat allowed it, at a level that can be changed.
  • ChangeCompliance · Incident response · The post-incident review · The changesWhat is being changed.

Brand Core137 places

  • ExclusionBrand promise · The promise · The boundary · The exclusionsWhat the promise does not cover, stated where the promise is stated.
  • ConditionBrand promise · The promise · The boundary · The conditionsWhat must hold for the promise to apply.
  • DerivationBrand promise · The promise · The origin · The purpose linkHow the promise follows from the purpose, in a sentence.
  • Rejected promiseBrand promise · The promise · The origin · The rejected promisesThe alternative that was considered.
  • What it buysBrand promise · Deliverability · The cost to keep · The standing costThe capacity or reserve being held, named so it is not cut as slack.
  • What it earnsBrand promise · Deliverability · The cost to keep · The margin impactPrice premium, retention or acquisition — how the cost is recovered.
  • ConditionBrand promise · Deliverability · The breaking point · The conditionsThe circumstance that puts the promise under pressure.
  • How it failsBrand promise · Deliverability · The breaking point · The failure stepWhat actually goes wrong, in operational terms.
  • StandardBrand promise · Deliverability · The operational commitment · The internal standardsWhat must be achieved internally, in operational terms.
  • CaveatsBrand promise · Deliverability · The operational commitment · The sign-offWhat they agreed it depends on, which is where later failures are explained.
  • Wording usedBrand promise · Communication · The statements · The wording checkThe actual text at this placement.
  • Strongest wordingBrand promise · Communication · The statements · The strongest versionThe most generous version in circulation.
  • ExpectationBrand promise · Communication · The expectation set · The stated expectationWhat the promise leads customers to expect.
  • SignalBrand promise · Communication · The expectation set · The implicit signalsWhat is implicitly promising something.
  • What it impliesBrand promise · Communication · The expectation set · The implicit signalsThe expectation it creates.
  • ExpectedBrand promise · Communication · The expectation set · The actual expectationWhat customers actually say they expect, in their words.
  • Internal equivalentBrand promise · Communication · The margin · The promised levelThe quantitative reading of a qualitative promise.
  • DefinitionBrand promise · Keeping it · The failure record · The failure definitionWhat counts as a failure, in checkable terms.
  • ResponseBrand promise · Keeping it · The recovery · The responseWhat is offered.
  • Reliance behaviourBrand promise · Keeping it · The trust reading · The relianceWhat customers do that shows they plan around the promise.
  • TraitBrand Identity · Brand personality · The traits · The traitThe characteristic, in a word or two.
  • NotBrand Identity · Brand personality · The traits · The oppositeThe nearby thing the trait is explicitly not.
  • DistinctionBrand Identity · Brand personality · The traits · The oppositeWhat separates the two in practice, which is where the guidance lives.
  • EvidenceBrand Identity · Brand personality · The traits · The evidenceWhat the organisation actually does that shows the trait.
  • SituationBrand Identity · Brand personality · The behavioural rules · The situationsThe circumstance being covered.
  • RuleBrand Identity · Brand personality · The behavioural rules · The ruleWhat is done, as an action.
  • ExampleBrand Identity · Brand personality · The behavioural rules · The ruleA real instance, which does more than the rule does.
  • Fallback questionBrand Identity · Brand personality · The behavioural rules · The judgement casesWhat to ask when no rule applies.
  • AvoidedBrand Identity · Brand personality · The exclusions · The avoidedThe specific tone, format or behaviour.
  • ExampleBrand Identity · Brand personality · The exclusions · The avoidedA recognisable instance, which is what makes it enforceable.
  • Pressure sourceBrand Identity · Brand personality · The exclusions · The pressureWhere the pressure to break it comes from.
  • AssetBrand Identity · Visual system · The distinctive assets · The assetsThe element in question.
  • Practical riskBrand Identity · Visual system · The distinctive assets · The protectionHow the asset could be diluted, which is usually by well-meant variation.
  • RoleBrand Identity · Visual system · The specifications · The colourWhat the colour is for — primary, accent, background or state.
  • TypefaceBrand Identity · Visual system · The specifications · The typographyThe face and weights used.
  • FallbackBrand Identity · Visual system · The specifications · The typographyWhat is used where the face is unavailable, which is the real specification in practice.
  • RuleBrand Identity · Visual system · The specifications · The constructionWhat the value governs — clear space, minimum size or proportion.
  • CaseBrand Identity · Visual system · The application rules · The hard casesThe constrained context.
  • Specified answerBrand Identity · Visual system · The application rules · The hard casesWhat the system does here.
  • RuleBrand Identity · Visual system · The application rules · The co-brandingHow the brand appears alongside another.
  • DepartureBrand Identity · Visual system · The application rules · The departuresWhat was done differently.
  • BeforeBrand Identity · Verbal system · The tone of voice · The pairsThe original sentence, from real material.
  • AfterBrand Identity · Verbal system · The tone of voice · The pairsThe rewrite.
  • RuleBrand Identity · Verbal system · The tone of voice · The rulesThe constraint.
  • SurfaceBrand Identity · Verbal system · The tone of voice · The surfacesWhich written material is covered.
  • TermBrand Identity · Verbal system · The vocabulary · The preferred termsThe chosen word, with its exact formatting.
  • Refers toBrand Identity · Verbal system · The vocabulary · The preferred termsWhat it names.
  • NotBrand Identity · Verbal system · The vocabulary · The preferred termsThe alternatives that are not to be used.
  • WordBrand Identity · Verbal system · The vocabulary · The avoided wordsWhat is avoided.
  • Use insteadBrand Identity · Verbal system · The vocabulary · The avoided wordsThe replacement, without which the rule is just a prohibition.
  • Customer termBrand Identity · Verbal system · The vocabulary · The customer wordsWhat they actually call it.
  • Applies toBrand Identity · Verbal system · The naming rules · The patternWhich tier — product, feature, service or release.
  • ExampleBrand Identity · Verbal system · The naming rules · The patternAn existing name that follows the pattern correctly.
  • AssetBrand Identity · Consistency · The asset library · The contentsWhat is held.
  • Requires approvalBrand Identity · Consistency · The approval route · The scopeWhat must be approved.
  • DepartureBrand Identity · Consistency · The approval route · The exception logWhat was approved.
  • CorrectionBrand Identity · Consistency · The audit · The correctionsWhat was changed.
  • CategoryBrand Positioning · Frame of reference · The category · The customer categoryWhat customers call it, in their words.
  • Intended categoryBrand Positioning · Frame of reference · The category · The intended categoryWhat the organisation would prefer to be filed as.
  • ConsequenceBrand Positioning · Frame of reference · The category · The distanceWhat the brand is being judged on as a result.
  • SituationBrand Positioning · Frame of reference · The entry points · The situationsThe circumstance that triggers a search.
  • RequirementBrand Positioning · Points of difference · The parity points · The requirementsWhat the category expects.
  • Reason to believeBrand Positioning · Points of difference · The differences · The reason to believeWhat makes the claim credible.
  • Given upBrand Positioning · Points of difference · The accepted trade-off · The given upWhat the brand accepts being worse at.
  • Bought with itBrand Positioning · Points of difference · The accepted trade-off · The given upThe strength this makes possible.
  • Pressure sourceBrand Positioning · Points of difference · The accepted trade-off · The drift checkWhere the pressure to close it comes from, usually a specific deal.
  • ContentBrand Positioning · The positioning statement · The statement · The four partsWhat it says.
  • Used atBrand Positioning · The positioning statement · The statement · The usageWhich decision or process it enters.
  • BasisBrand Positioning · The positioning statement · The reason to believe · The basisWhat the claim rests on.
  • What would end itBrand Positioning · The positioning statement · The reason to believe · The durabilityThe specific development that would remove it.
  • NameBrand Positioning · Brand architecture · The portfolio map · The namesThe name as customers encounter it.
  • ExpressionBrand Positioning · Brand architecture · The relationship rule · The endorsementHow it actually appears — “a X company”, shared lockup, or logo only.
  • Constrained versionBrand Positioning · Brand architecture · The relationship rule · The endorsementWhat happens where the full endorsement does not fit.
  • CriterionBrand Positioning · Brand architecture · The relationship rule · The standalone testWhat must be true to justify a separate brand.
  • JustificationBrand Positioning · Brand architecture · The case per brand · The justificationWhat the separate brand buys.
  • List shownBrand Value · Awareness · The recall measure · The promptedWhich brands were listed, held constant between waves.
  • AssociationBrand Value · Associations · The association set · The elicitedWhat was said, in their words.
  • Intended associationBrand Value · Associations · The association set · The intendedWhat the organisation is trying to be associated with.
  • AssociationBrand Value · Associations · The unintended · The unplannedWhat appears that was not intended.
  • OriginBrand Value · Associations · The unintended · The originWhere it appears to come from.
  • Would takeBrand Value · Loyalty · The attitude · The switching questionWhat they say would make them leave, in their words.
  • PurposeBrand Value · Valuation · The method · The approachWhat the valuation is for, which determines what is appropriate.
  • InputBrand Value · Valuation · The method · The inputsWhich figure is being used.
  • Specification differencesBrand Value · Valuation · The price premium · The comparison basisWhere the comparison is not exact, stated openly.
  • Not includedBrand Value · Valuation · The price premium · The implicationVolume and retention effects that sit above the floor.
  • PurposeBrand Value · Valuation · The valuation · The purposeWhat decision it supports.
  • QuestionBrand Perception · Measuring perception · The instrument · The questionsThe exact wording, held constant between waves.
  • Selection methodBrand Perception · Measuring perception · The instrument · The sampleHow respondents are chosen, which determines what the numbers represent.
  • BiasBrand Perception · Measuring perception · The limits · The known biasesHow the method distorts.
  • Likely differenceBrand Perception · Measuring perception · The limits · The not reachedHow their view probably differs from those included.
  • What it addsBrand Perception · Measuring perception · The limits · The second methodWhat it can see that the primary method cannot.
  • Stated attributeBrand Perception · The identity–image gap · The comparison · The statedWhat the organisation claims, in its wording.
  • Returned attributeBrand Perception · The identity–image gap · The comparison · The returnedWhat the market says, in their words.
  • Contradicted byBrand Perception · The identity–image gap · The diagnosis · The credibility checkWhat specifically undermines the claim.
  • What changedBrand Perception · The identity–image gap · The diagnosis · The identity checkHow the organisation moved away from its stated identity.
  • Desired behaviourBrand Perception · Segment differences · The segments · The behaviour at stakeWhat the organisation wants from this group.
  • Reached viaBrand Perception · Segment differences · The segments · The reachabilityHow the group is contacted.
  • AttributeBrand Perception · Segment differences · The differences · The divergencesWhich perception attribute diverges.
  • BarrierBrand Perception · Segment differences · The differences · The conversion gapThe attribute where non-customers differ most.
  • AttributeBrand Perception · Segment differences · The internal reading · The employee viewWhat employees associate with the brand.
  • AttributeBrand Perception · Segment differences · The internal reading · The candidate viewWhat candidates associate with the organisation.
  • Current beliefBrand Perception · Shifting perception · The target perception · The current beliefWhat is believed now, in their words.
  • Target beliefBrand Perception · Shifting perception · The target perception · The target beliefWhat the perception should become.
  • EvidenceBrand Perception · Shifting perception · The disconfirming evidence · The evidenceWhat people must encounter.
  • ContradictsBrand Perception · Shifting perception · The disconfirming evidence · The evidenceWhich part of the current belief it is inconsistent with.
  • ChannelBrand Perception · Shifting perception · The disconfirming evidence · The exposureHow the evidence reaches them.
  • StepBrand Perception · Shifting perception · The disconfirming evidence · The sequenceWhat happens at this stage.
  • Stop conditionBrand Perception · Shifting perception · The horizon · The commitmentWhat evidence would justify abandoning it.
  • NarrativeBrand Narrative · The story · The narrative · The told versionThe story as it would be spoken.
  • Starting pointBrand Narrative · The story · The narrative · The originThe specific moment the story begins.
  • DifficultyBrand Narrative · The story · The tension · The difficultyWhat nearly did not work.
  • At riskBrand Narrative · The story · The tension · The stakeWhat would have been lost.
  • ResolutionBrand Narrative · The story · The tension · The resolutionWhat was decided or changed.
  • What it costBrand Narrative · The story · The tension · The resolutionThe downside accepted, which is what makes it a choice.
  • ElementBrand Narrative · The story · The retelling test · The survivalsWhat appeared in the retellings.
  • Lost or distortedBrand Narrative · The story · The retelling test · The lossesWhat did not survive, or came back changed.
  • What it becameBrand Narrative · The story · The retelling test · The lossesThe version people substituted, which shows what they expected.
  • What is returned insteadBrand Narrative · Message architecture · The master message · The testThe message actually being received.
  • Competing messageBrand Narrative · Message architecture · The master message · The competing messagesWhat else is being pushed.
  • MessageBrand Narrative · Message architecture · The supporting messages · The messagesThe supporting message.
  • Supports byBrand Narrative · Message architecture · The supporting messages · The messagesWhich objection it answers or which part it evidences.
  • VariantBrand Narrative · Message architecture · The audience variants · The variantsWhat is said to them.
  • InvariantBrand Narrative · Message architecture · The audience variants · The invariantsWhat must not change between audiences.
  • ConflictBrand Narrative · Message architecture · The audience variants · The contradiction checkWhat contradicts what.
  • ChannelBrand Narrative · The tellers · The internal version · The distributionHow it reaches employees.
  • QuestionBrand Narrative · The tellers · The internal version · The hard questionsWhat people are actually asked.
  • Answer givenBrand Narrative · The tellers · The internal version · The hard questionsWhat employees are equipped to say.
  • AnswerBrand Narrative · The tellers · The variance check · The answersWhat was said, verbatim.
  • ProvidedBrand Narrative · The tellers · The external tellers · The equipmentWhat they have been given.
  • What was saidBrand Narrative · The tellers · The external tellers · The actual tellingThe description that actually appeared.
  • ElementBrand Narrative · Evolution · The fixed parts · The permanentWhat is fixed.
  • ElementBrand Narrative · Evolution · The fixed parts · The movableWhat may change.
  • ProcessBrand Narrative · Evolution · The fixed parts · The authorityWhat has to happen, which should be more than an approval.
  • NarrativeBrand Narrative · Evolution · The change record · The versionsThe told version at that point.
  • How announcedBrand Narrative · Evolution · The change record · The transitionHow the change was explained, if at all.
  • Where the old persistsBrand Narrative · Evolution · The continuity cost · The overlap periodWhich carriers and surfaces hold the previous version longest.
  • Bridging approachBrand Narrative · Evolution · The continuity cost · The overlap periodHow the two are reconciled while both are in circulation.

Vision Core46 places

  • Not includedVision Statement · The statement · The future state · The scopeWhat the vision deliberately does not claim, which keeps it reachable.
  • If reachedVision Statement · The statement · The horizon · The arrivalWhat happens, including who writes the next vision.
  • If not reachedVision Statement · The statement · The horizon · The arrivalWhat the organisation does, decided before it is embarrassing.
  • DescriptionVision Statement · The statement · The vivid description · The pictureThe concrete picture of the arrived state.
  • What is differentVision Statement · The statement · The vivid description · The changesThe specific change, ideally something that stopped being difficult.
  • What is overstatedVision Statement · The statement · The vivid description · The honesty checkThe part that would be quietly dropped in conversation.
  • Quantitative equivalentVision Statement · Reachability · The gap · The required positionThe measurable reading of a qualitative vision.
  • ConditionVision Statement · Reachability · The conditions · The listWhat has to become true.
  • If it does not holdVision Statement · Reachability · The conditions · The controlWhat the vision becomes without this condition.
  • First moveVision Statement · Reachability · The conditions · The first moveThe first thing that has to change.
  • Ruled outVision Statement · What it rules out · The exclusions · The ruled outWhat the vision excludes.
  • Boundary caseVision Statement · What it rules out · The exclusions · The boundary casesThe near-neighbour that is technically allowed.
  • DecisionVision Statement · What it rules out · The decisions settled · The decisionsWhat was being decided.
  • DeclinedVision Statement · What it rules out · The decisions settled · The declinedWhat was turned down.
  • FindingVision Statement · What it rules out · The decisions settled · The patternWhat the pattern says, which is usually about the organisation.
  • SourceVision Statement · What it rules out · The pressure · The sourcesWhere the pressure comes from.
  • ExceptionVision Statement · What it rules out · The pressure · The exceptionsWhat was allowed.
  • ConsequenceVision Statement · What it rules out · The pressure · The statusWhat the erosion means for the vision as a whole.
  • MarkerVision Statement · Progress · The markers · The measuresWhat is measured.
  • What would make it fallVision Statement · Progress · The markers · The failure testThe circumstance that would move it adversely.
  • TriggerVision Statement · Progress · The revision trigger · The triggersThe condition that would justify revision.
  • ProcessVision Statement · Progress · The revision trigger · The authorityWhat has to happen, which should be more than a discussion.
  • How explainedVision Statement · Progress · The revision trigger · The transitionWhat was said about the change.
  • ActivityMission Statement · The statement · The activity · The verbWhat the organisation does, in an ordinary verb.
  • What they said insteadMission Statement · The statement · The activity · The plain language testTheir version, which is frequently better than yours.
  • OutcomeMission Statement · The statement · The end · The outcomeWhat changes for the audience.
  • ConnectionMission Statement · The statement · The end · The purpose linkHow the mission pursues the purpose, in a sentence.
  • RemovedMission Statement · The statement · The end · The organisational outcomesWhat was taken out of the sentence.
  • Defined byMission Statement · Scope · The definition · The customer groupWhat makes them a group — size, situation or sector.
  • NeedMission Statement · Scope · The definition · The needWhat the customer is trying to get done.
  • MeansMission Statement · Scope · The definition · The meansThe technology, method or channel used.
  • Adjacent opportunityMission Statement · Scope · The boundary · The adjacentThe nearby thing that is out of scope.
  • Furthest in scopeMission Statement · Scope · The boundary · The in-scope edgeThe most distant thing that still counts as this business.
  • PrecedentMission Statement · Scope · The boundary · The rulingPrevious rulings that apply.
  • AnswerMission Statement · Recognisability · The reading · The answersWhat was said, verbatim.
  • What is missingMission Statement · Recognisability · The reading · The answersWhat they said the statement leaves out.
  • Omitted workMission Statement · Recognisability · The gap · The omissionsWhat the mission does not cover.
  • ClaimMission Statement · Recognisability · The gap · The overclaimsWhat the mission says that is not done.
  • What changedMission Statement · Recognisability · The diagnosis · The driftWhat the organisation now does or no longer does.
  • EventMission Statement · Keeping it current · The triggers · The eventsWhat prompts the check.
  • FindingMission Statement · Keeping it current · The triggers · The logWhat the check found, including nothing.
  • EffectMission Statement · Keeping it current · The version record · The diffWhat the change made possible or excluded.
  • AccountMission Statement · Keeping it current · The explanation · The accountThe explanation, in a form anyone can be given.
  • What stayed the sameMission Statement · Keeping it current · The explanation · The accountThe continuity, which is what makes the change readable.
  • EmphasisMission Statement · Keeping it current · The explanation · The audiencesWhat matters to this audience specifically.
  • What it got rightMission Statement · Keeping it current · The explanation · The previous versionWhat is being carried forward from it.

Market Core143 places

  • DefinitionMarket Opportunities · Sizing · The build-up · The countWho counts, which is where most sizing error originates.
  • BoundariesMarket Opportunities · Sizing · The three sizes · The totalWhat is included and excluded, without which the figure means nothing.
  • ConstraintMarket Opportunities · Sizing · The three sizes · The serviceableWhat removes the rest — geography, regulation, channel or capability.
  • ImplicationMarket Opportunities · Sizing · The sanity check · The implicationsWhat the figure implies.
  • AssumptionMarket Opportunities · Sizing · The sanity check · The sensitivityWhich input is being varied.
  • Previous downturnMarket Opportunities · Growth and direction · The rate · The historyWhen the market last contracted, and by how much.
  • DriverMarket Opportunities · Growth and direction · The drivers · The driverWhat is causing the growth, concretely.
  • Reversal eventMarket Opportunities · Growth and direction · The drivers · The reversalWhat would stop the driver.
  • SignalMarket Opportunities · Growth and direction · The stage · The signalsThe observable indicator.
  • ImplicationMarket Opportunities · Growth and direction · The stage · The implicationWhat the stage means for strategy here.
  • CriterionMarket Opportunities · Opportunity assessment · The attractiveness · The criteriaWhat is being judged.
  • What good looks likeMarket Opportunities · Opportunity assessment · The attractiveness · The criteriaThe standard for a high score.
  • RequirementMarket Opportunities · Opportunity assessment · The fit · The requirementsWhat would be needed to win.
  • BarrierMarket Opportunities · Opportunity assessment · The why-unserved · The barrierWhat has kept others out.
  • What happenedMarket Opportunities · Opportunity assessment · The why-unserved · The attemptsHow it went and why they stopped.
  • What is differentMarket Opportunities · Opportunity assessment · The why-unserved · The differenceWhy this attempt would go differently.
  • OpportunityMarket Opportunities · The shortlist · The pursued · The opportunityWhat is being pursued.
  • What they stoppedMarket Opportunities · The shortlist · The pursued · The ownerWhat was given up to make room.
  • First stepMarket Opportunities · The shortlist · The pursued · The first stepWhat is done first.
  • OpportunityMarket Opportunities · The shortlist · The rejected · The declinedWhat was assessed.
  • ConditionMarket Opportunities · The shortlist · The rejected · The reopen conditionWhat would have to change.
  • ConditionMarket Opportunities · The shortlist · The revisit · The watched conditionsWhat is being watched for.
  • PatternCompetitors · The competitor set · The share of losses · The patternWhat recurs across the losses.
  • TriggerCompetitors · The competitor set · The review · The triggersWhat prompts the review.
  • What would have to changeCompetitors · The competitor set · The review · The outside watchWhat would make them a competitor.
  • DimensionCompetitors · Capability comparison · The dimensions · The criteriaWhat buyers weigh, in their words.
  • Excluded dimensionCompetitors · Capability comparison · The dimensions · The excludedWhat the organisation values and buyers do not.
  • What surprisedCompetitors · Capability comparison · The evidence · The direct evaluationWhat the evaluation contradicted, which is the useful output.
  • Role patternCompetitors · Reading their strategy · The signals · The hiringWhat kinds of role are being recruited.
  • MoveCompetitors · Reading their strategy · The signals · The movesWhat they did.
  • What it impliesCompetitors · Reading their strategy · The signals · The movesWhat the move says about intent.
  • WithdrawalCompetitors · Reading their strategy · The signals · The withdrawalsWhat they stopped.
  • OpportunityCompetitors · Reading their strategy · The signals · The withdrawalsWhat it opens up, if anything.
  • Inferred goalCompetitors · Reading their strategy · The inferred intent · The goalWhat they appear to be pursuing.
  • AssumptionCompetitors · Reading their strategy · The inferred intent · The assumptionsWhat they must believe.
  • If they are wrongCompetitors · Reading their strategy · The inferred intent · The assumptionsWhat opening their mistake creates.
  • ConstraintCompetitors · Reading their strategy · The inferred intent · The constraintsWhat limits them.
  • PredictionCompetitors · Reading their strategy · The prediction · The expectationWhat they are expected to do.
  • Revised readingCompetitors · Reading their strategy · The prediction · The correctionWhat the assessment becomes.
  • ItemCompetitors · Monitoring · The watch list · The itemsThe development being watched for.
  • SourceCompetitors · Monitoring · The watch list · The itemsWhere the signal would appear.
  • Decision affectedCompetitors · Monitoring · The watch list · The decisionWhat would be reconsidered.
  • RemovedCompetitors · Monitoring · The watch list · The pruningWhat was taken off.
  • FindingCompetitors · Monitoring · The owner · The recordWhat was found, including nothing.
  • SegmentTarget Audience · Segmentation · The segments · The definitionThe name used for it consistently everywhere.
  • Membership ruleTarget Audience · Segmentation · The segments · The definitionWhat puts a customer in it, applicable to a record.
  • VariableTarget Audience · Segmentation · The basis · The variableThe specific thing being divided on.
  • What is missingTarget Audience · Segmentation · The basis · The data availabilityWhat would need to be collected.
  • What differsTarget Audience · Segmentation · The consequence test · The differencesThe specific treatment.
  • Responsible forTarget Audience · The profile · The situation · The contextWhat their job actually covers.
  • Measured onTarget Audience · The profile · The situation · The contextWhat they are judged by, which predicts their priorities.
  • ConstraintTarget Audience · The profile · The situation · The constraintsWhat else limits them.
  • Current solutionTarget Audience · The profile · The situation · The current solutionWhat they do today.
  • Who typically holds itTarget Audience · The profile · The decision · The rolesThe job title that usually plays this role.
  • ConcernTarget Audience · The profile · The decision · The concernsWhat they are worried about.
  • What answers itTarget Audience · The profile · The decision · The concernsWhat would satisfy them.
  • ProcessTarget Audience · The profile · The decision · The processHow the decision moves.
  • Where it stallsTarget Audience · The profile · The decision · The processThe step decisions most often die at.
  • AssumptionTarget Audience · The profile · The evidence · The contradictionsWhat the organisation believed.
  • What evidence showedTarget Audience · The profile · The evidence · The contradictionsWhat was actually found.
  • Allocation basisTarget Audience · Segment value · The acquisition cost · The direct costHow segment-level cost was derived.
  • PlaceTarget Audience · Where they are · The places · The locationsWhere the segment can be found.
  • What they are doing insteadTarget Audience · Where they are · The attention state · The intentWhat brought them there, where intent is low.
  • Message typeTarget Audience · Where they are · The attention state · The message fitWhat can be communicated here.
  • TransitionCustomer Journey · The buying stages · The stages · The transitionsWhat changed for the buyer.
  • Observable asCustomer Journey · The buying stages · The stages · The transitionsWhat the organisation can actually see when it happens.
  • What they needCustomer Journey · The buying stages · The people · The needsWhat would satisfy them at this point.
  • On what groundsCustomer Journey · The buying stages · The people · The stoppersWhat would make them stop it.
  • Waiting forCustomer Journey · The buying stages · The duration · The waitingWhat causes it.
  • Coincides withCustomer Journey · Drop-off · The losses · The trendWhat changed around the time the trend started.
  • What would have changed itCustomer Journey · Drop-off · The reasons · The stated reasonThe follow-up answer, which is usually more useful.
  • Recurring reasonCustomer Journey · Drop-off · The reasons · The patternWhat comes up repeatedly.
  • Filter reasonCustomer Journey · Drop-off · The correct filtering · The good lossesWhy this departure is correct.
  • Trigger eventCustomer Journey · What moves people forward · The triggers · The eventsWhat started the search.
  • What closes itCustomer Journey · What moves people forward · The triggers · The windowHow the window ends — solved, deferred or forgotten.
  • HowCustomer Journey · What moves people forward · The triggers · The presenceWhat the organisation actually does to be present.
  • EvidenceCustomer Journey · What moves people forward · The evidence needed · The decisive evidenceWhat convinced them.
  • What they needCustomer Journey · What moves people forward · The people · The championWhat would help them argue the case.
  • What answers itCustomer Journey · What moves people forward · The people · The scepticWhat addresses the objection.
  • Over-creditsCustomer Journey · Attribution · The model · The biasWhich channels the model flatters.
  • Under-creditsCustomer Journey · Attribution · The model · The biasWhich it understates.
  • Used forCustomer Journey · Attribution · The model · The useWhich decisions the output informs.
  • InfluenceCustomer Journey · Attribution · The unobservable · The influencesWhat affected the decision.
  • Proxy measureCustomer Journey · Attribution · The unobservable · The proxyWhat is used instead of direct tracking.
  • WithheldCustomer Journey · Attribution · The holdout · The designWhat is switched off and where.
  • ControlCustomer Journey · Attribution · The holdout · The designWhat the test region is compared against.
  • Agreed responseCustomer Journey · Attribution · The holdout · The actionWhat each possible result would trigger, set in advance.
  • ChannelMarketing Channels · Channel selection · The channel list · The channelsWhat it is.
  • Format constraintMarketing Channels · Channel selection · The fit · The message survivalWhat the channel imposes.
  • What is lostMarketing Channels · Channel selection · The fit · The message survivalWhat the shortening removes.
  • TestMarketing Channels · Channel selection · The experiment · The testsWhat channel or approach is being tried.
  • FindingMarketing Channels · Channel selection · The experiment · The learningWhat the test showed.
  • Missing preconditionMarketing Channels · The mix · The sequence · The prematureWhat was not yet in place.
  • If incrementalMarketing Channels · Testing and incrementality · The decision · The pre-commitmentWhat happens on a positive result.
  • If notMarketing Channels · Testing and incrementality · The decision · The pre-commitmentWhat happens on a null result.
  • ActionMarketing Channels · Testing and incrementality · The decision · The action takenWhat was actually done.
  • FormatContent Type · The formats · The inventory · The formatThe kind of content.
  • AlternativeContent Type · The formats · The producers · The expert dependencyHow the content could be produced without them.
  • Transition intendedContent Type · Job per format · The job · The stageWhich transition it is meant to help.
  • Intended changeContent Type · Job per format · The job · The changeWhat should be different afterwards.
  • ReallocationContent Type · Job per format · The coverage map · The pile-upsWhere the effort could go instead.
  • MissingContent Type · Job per format · The jobless · The listWhich of audience, stage or change is absent.
  • StepContent Type · Production · The steps · The sequenceWhat happens.
  • Waiting forContent Type · Production · The steps · The waitingWhat is being waited on.
  • ReliefContent Type · Production · The constraint · The reliefWhat would remove the constraint.
  • DerivativeContent Type · Reuse and lifespan · The reuse plan · The derivativesWhat the piece becomes.
  • To captureContent Type · Reuse and lifespan · The reuse plan · The captureWhat must be gathered during production.
  • What changedContent Type · Reuse and lifespan · The retirement · The refreshSubstance rather than only the date.
  • Fixed timingContent Calendar · The cadence · The rhythm · The frequencyDay or time, where consistency matters.
  • Resume whenContent Calendar · The cadence · The floor · The recoveryWhat condition restores the full cadence.
  • Level of detailContent Calendar · The plan · The horizon · The provisionalWhat is decided at this range.
  • ThemeContent Calendar · The plan · The horizon · The themesThe subject area.
  • RuleContent Calendar · The plan · The reactive space · The protectionWhat governs use of the reserved capacity.
  • Used forContent Calendar · The plan · The reactive space · The useWhat the reactive capacity produced.
  • MomentContent Calendar · Seasonal moments · The audience calendar · The fixed pointsWhat happens in their year.
  • Receptive toContent Calendar · Seasonal moments · The audience calendar · The receptivityWhat kind of message lands then.
  • Unreceptive toContent Calendar · Seasonal moments · The audience calendar · The receptivityWhat does not, which is equally useful.
  • What was deferredContent Calendar · Seasonal moments · The lead times · The reserved capacityWhat ordinary work moves to make room.
  • DifferentiatorContent Calendar · Seasonal moments · The lead times · The competitionWhat would make your version stand out.
  • LessonContent Calendar · Seasonal moments · The record · The lessonsWhat should change.
  • OptionContent Calendar · Capacity · The constraint · The relief optionsWhat would relieve it.
  • RouteSales Channels · Route to market · The routes · The route listHow the transaction happens.
  • RuleSales Channels · Route to market · The coverage map · The assignmentWhat determines the assignment.
  • RuleSales Channels · Channel conflict · The boundaries · The ruleWhat determines the assignment.
  • CaseSales Channels · Channel conflict · The boundaries · The edge casesThe situation the rule does not cover.
  • TransitionSales Channels · Channel conflict · The boundaries · The transitionsWhat triggers a change of route.
  • CompensationSales Channels · Channel conflict · The boundaries · The transitionsWhat the losing route receives, if anything.
  • ProcessSales Channels · Channel conflict · The mechanism · The registrationHow a route registers a deal.
  • ConsequenceSales Channels · Channel conflict · The mechanism · The consequenceWhat follows a breach.
  • CaseSales Channels · Channel conflict · The arbiter · The precedentsWhat was disputed.
  • RulingSales Channels · Channel conflict · The arbiter · The precedentsHow it was decided.
  • SummarySales Channels · Enablement · The essentials · The summaryWhat the offer is, briefly.
  • Right forSales Channels · Enablement · The essentials · The qualificationWhich customers the offer suits.
  • Not right forSales Channels · Enablement · The essentials · The qualificationWho to avoid bringing.
  • Quick testSales Channels · Enablement · The essentials · The qualificationA question that separates the two.
  • QuestionSales Channels · Enablement · The difficult questions · The questionsWhat buyers ask.
  • AnswerSales Channels · Enablement · The difficult questions · The answersWhat to say.
  • What not to guessSales Channels · Enablement · The difficult questions · The escalationWhich topics the channel must not improvise on.
  • What they saidSales Channels · Enablement · The comprehension check · The descriptionTheir description, verbatim.
  • Specific errorSales Channels · Enablement · The comprehension check · The accuracyWhat was said that is not true.
  • ChangeSales Channels · Enablement · The comprehension check · The correctionWhat was corrected.
  • Common misunderstandingSales Channels · Channel performance · The customer quality · The mismatchWhat customers from this route expected that was wrong.
  • ActivitySales Channels · Channel performance · The management cost · The driversWhat consumes management time.

Data Core106 places

  • MeasureKPI management · Choosing what to measure · The candidates · The candidateWhat is being considered.
  • DecisionKPI management · Choosing what to measure · The candidates · The decision servedWhat would be decided using it.
  • What would fill itKPI management · Choosing what to measure · The balance · The gapsA candidate measure for the gap.
  • MeasureKPI management · Choosing what to measure · The chosen set · The setWhat is measured.
  • Addition ruleKPI management · Choosing what to measure · The chosen set · The capWhat must happen for a new measure to enter.
  • CandidateKPI management · Choosing what to measure · The chosen set · The rejectedWhat was not chosen.
  • FormulaKPI management · Definitions · The calculation · The formulaHow the number is computed.
  • DenominatorKPI management · Definitions · The calculation · The formulaWhat the measure is expressed against, where it is a rate.
  • IncludedKPI management · Definitions · The calculation · The inclusionsWhat counts towards the measure.
  • ExcludedKPI management · Definitions · The calculation · The inclusionsWhat does not, which is the longer list.
  • CauseKPI management · Definitions · The reproducibility test · The divergenceWhich part of the definition was interpreted differently.
  • AddedKPI management · Definitions · The reproducibility test · The revisionWhat was clarified.
  • RuleKPI management · Targets and thresholds · The variation band · The signal ruleWhat counts as a signal rather than noise.
  • ActionKPI management · Targets and thresholds · The action threshold · The responseWhat is done.
  • ForumKPI management · The review · The rhythm · The forumWhich meeting the review sits in.
  • What is sentKPI management · The review · The rhythm · The preparationExceptions rather than everything.
  • DecisionKPI management · The review · The decisions · The decisionWhat was decided.
  • FactData Collection · The sources · The source map · The factsWhat is being recorded.
  • SystemData Collection · The sources · The source map · The holdersWhich system holds it.
  • Authoritative sourceData Collection · The sources · The source of truth · The designationWhich system is definitive.
  • Derived systemData Collection · The sources · The source of truth · The derivedWhich copy this is.
  • ExceptionData Collection · The sources · The source of truth · The exceptionsWhen a different source applies.
  • Which source insteadData Collection · The sources · The source of truth · The exceptionsWhat is authoritative in that case.
  • If unavailableData Collection · The sources · The maintenance · The dependencyWhat happens to the data in their absence.
  • EventData Collection · Instrumentation · The tracking plan · The eventsWhat is captured.
  • MeansData Collection · Instrumentation · The tracking plan · The eventsWhat actually happened when it fires.
  • FieldData Collection · Instrumentation · The tracking plan · The fieldsWhat is recorded.
  • KeyData Collection · Instrumentation · The joins · The keysWhat identifies the entity.
  • Mapping requiredData Collection · Instrumentation · The joins · The keysWhat connects it to identifiers in other systems.
  • Resolution ruleData Collection · Instrumentation · The joins · The resolutionHow records are matched.
  • Cannot joinData Collection · Instrumentation · The joins · The limitsWhich data cannot be connected.
  • Questions blockedData Collection · Instrumentation · The joins · The limitsWhat this prevents being answered.
  • QuestionData Collection · Instrumentation · The gaps · The questionWhat cannot be answered.
  • Decision it would informData Collection · Instrumentation · The gaps · The questionWhy it matters.
  • What is neededData Collection · Instrumentation · The gaps · The requirementThe instrumentation change required.
  • ApproximationData Collection · Instrumentation · The gaps · The requirementA partial answer available without the full change.
  • AlongsideData Collection · Instrumentation · The gaps · The opportunityWhat planned work would make this cheap.
  • FieldData Collection · Data quality · The measures · The completenessWhich field.
  • Collection pointData Collection · Data quality · The causes · The originWhere the error is introduced.
  • DirectionData Collection · Data quality · The causes · The patternWhich way systematic errors lean.
  • IncentiveData Collection · Data quality · The causes · The incentiveWhat makes inaccurate entry rational for the person entering it.
  • ChangeData Collection · Data quality · The fixes · The changeWhat was altered at source.
  • PermitsData Collection · Consent and basis · The basis · The consequencesWhat can be done under this basis.
  • RequiresData Collection · Consent and basis · The basis · The consequencesWhat obligations it carries.
  • TriggerData Collection · Consent and basis · The basis · The reviewWhat would prompt a review.
  • PurposeData Collection · Consent and basis · The purpose · The stated purposeWhat it was collected for.
  • Proposed useData Collection · Consent and basis · The purpose · The new usesWhat is now wanted.
  • What would be neededData Collection · Consent and basis · The purpose · The new usesWhat basis or consent an incompatible use requires.
  • FieldData Collection · Consent and basis · The purpose · The minimisationWhat is collected.
  • What it saysData Collection · Consent and basis · The notice · The statementThe relevant wording, quoted.
  • DivergenceData Collection · Consent and basis · The notice · The practice checkWhat differs.
  • DecisionPerformance Analysis · The question · The decision · The choiceWhat is being decided.
  • OptionsPerformance Analysis · The question · The decision · The choiceWhat the alternatives are.
  • Expected outputPerformance Analysis · The question · The decision · The exploration flagWhat exploration is meant to produce — usually better questions.
  • MethodPerformance Analysis · The question · The precision needed · The method fitWhat approach is being used.
  • Stopping conditionPerformance Analysis · The question · The precision needed · The stopping ruleWhat makes the analysis complete.
  • Phrased asPerformance Analysis · Method · The approach · The question typeHow the question was asked, which may disguise its type.
  • DesignPerformance Analysis · Method · The approach · The designHow the analysis is structured.
  • ComparisonPerformance Analysis · Method · The approach · The designWhat is being compared against what.
  • Filters appliedPerformance Analysis · Method · The approach · The data usedWhat was excluded, which affects what the result describes.
  • AssumptionPerformance Analysis · Method · The assumptions · The listWhat must be true.
  • TestPerformance Analysis · Method · The assumptions · The testsWhat was done to check it.
  • DirectionPerformance Analysis · Method · The assumptions · The consequencesWhich way the bias would run.
  • LimitationPerformance Analysis · Method · The limits · The cannotWhat cannot be established.
  • What would be neededPerformance Analysis · Method · The limits · The alternativeThe method that could answer it.
  • Interim findingPerformance Analysis · Method · The limits · The interimWhat can be said with the current method.
  • InterpretationPerformance Analysis · Reading the result · The finding · The interpretationWhat it is taken to mean.
  • AlternativePerformance Analysis · Reading the result · The alternatives · The explanationsAnother explanation for the finding.
  • Excluded byPerformance Analysis · Reading the result · The alternatives · The exclusionsThe evidence that rules it out.
  • Remaining alternativePerformance Analysis · Reading the result · The alternatives · The remainingWhat could still explain it.
  • What would settle itPerformance Analysis · Reading the result · The alternatives · The remainingWhat evidence would exclude it.
  • Wording usedPerformance Analysis · Reading the result · The confidence · The summary placementHow it is expressed to a non-technical reader.
  • RecommendationPerformance Analysis · Acting on it · The recommendation · The actionWhat should be done.
  • Supported by findingPerformance Analysis · Acting on it · The recommendation · The basisWhich part follows from the evidence.
  • JudgementPerformance Analysis · Acting on it · The recommendation · The basisWhich part is the analyst’s view.
  • ConfoundersPerformance Analysis · Acting on it · The outcome · The actualWhat else changed in the same period.
  • LessonPerformance Analysis · Acting on it · The outcome · The lessonWhat it says about the method or the assumptions.
  • ArtefactReporting · What gets reported · The inventory · The artefactsWhat it is.
  • Flag methodReporting · Dashboards · The variation · The flaggingHow exceptions are marked.
  • RuleReporting · Dashboards · The variation · The noise guardWhat triggers a flag.
  • ElementReporting · Dashboards · The removals · The testWhich part of the dashboard.
  • Action namedReporting · Dashboards · The removals · The testWhat they said they would do.
  • ElementReporting · Dashboards · The removals · The removedWhat was removed.
  • ChannelReporting · Distribution · The route · The mechanismHow it actually arrives.
  • Alert conditionReporting · Distribution · The route · The alertingWhat triggers it.
  • ForumReporting · Distribution · The timing check · The decision pointWhere it is taken.
  • FixReporting · Distribution · The timing check · The gapWhat would close the gap, which is usually a production change.
  • ResponsibilitiesData Governance · Ownership · The custodian · The roleWhat the custodian is responsible for.
  • Owner decidesData Governance · Ownership · The custodian · The boundaryWhat falls to the owner.
  • Custodian decidesData Governance · Ownership · The custodian · The boundaryWhat falls to the custodian.
  • UnclearData Governance · Ownership · The custodian · The boundaryWhat falls between them.
  • Known quirksData Governance · Ownership · The handover · The contextWhat is unusual about this data set.
  • Accepted problemsData Governance · Ownership · The handover · The contextKnown issues that were deliberately not fixed.
  • Open decisionsData Governance · Ownership · The handover · The contextAnything in progress at handover.
  • TermData Governance · Definitions and lineage · The definition set · The termsWhat is being defined.
  • DefinitionData Governance · Definitions and lineage · The definition set · The termsWhat it means.
  • TermData Governance · Definitions and lineage · The definition set · The local definitionsWhich term has diverged.
  • TransformationData Governance · Definitions and lineage · The lineage · The pathWhat happens at this step.
  • FilterData Governance · Definitions and lineage · The lineage · The filtersWhat is excluded.
  • WorkaroundData Governance · Access · The workarounds · The behaviourWhat people do instead.
  • NeedData Governance · Access · The workarounds · The needWhat they actually need to do.
  • FixData Governance · Access · The workarounds · The fixWhat was changed.
  • TreatmentData Governance · Retention and deletion · The mechanism · The copiesHow this copy is handled.
  • ResolutionData Governance · Retention and deletion · The conflicts · The resolutionWhich obligation prevails and why.
  • MitigationData Governance · Retention and deletion · The conflicts · The resolutionWhat limits the retained data, such as restricted access.
  • Hold reasonData Governance · Retention and deletion · The conflicts · The holdsWhy deletion is suspended.

Omni Core132 places

  • StageCustomer Journey Mapping · Mapping the journey · The stages · The sequenceWhat the customer is experiencing, in their words.
  • TriggerCustomer Journey Mapping · Mapping the journey · The stages · The transitionsWhat moves them forward.
  • ActivityCustomer Journey Mapping · Mapping the journey · The internal activity · The visibleWhat the customer can see.
  • ActivityCustomer Journey Mapping · Mapping the journey · The internal activity · The invisibleWhat happens that the customer cannot see.
  • DependencyCustomer Journey Mapping · Mapping the journey · The internal activity · The systemsWhat the stage depends on.
  • ActivityCustomer Journey Mapping · Mapping the journey · The invisible parts · The offstageWhat the customer does offstage.
  • Their influenceCustomer Journey Mapping · Mapping the journey · The invisible parts · The others involvedWhat they affect.
  • What they assumeCustomer Journey Mapping · Mapping the journey · The invisible parts · The assumptionsThe explanation customers construct.
  • What would correct itCustomer Journey Mapping · Mapping the journey · The invisible parts · The assumptionsUsually a single message.
  • MomentCustomer Journey Mapping · Moments that matter · The peaks · The lowsWhat the low point is.
  • MomentCustomer Journey Mapping · Moments that matter · The peaks · The highsWhat the high point is.
  • EndingCustomer Journey Mapping · Moments that matter · The ending · The endingsWhich ending this is.
  • ProcessCustomer Journey Mapping · Moments that matter · The ending · The departureWhat actually happens when someone leaves.
  • Final interactionCustomer Journey Mapping · Moments that matter · The ending · The last impressionWhat actually comes last.
  • What it saysCustomer Journey Mapping · Moments that matter · The ending · The last impressionWhat impression it leaves.
  • MomentCustomer Journey Mapping · Moments that matter · The priorities · The deprioritisedWhat is not being addressed.
  • HandoverCustomer Journey Mapping · Channel handovers · The handovers · The pointsFrom whom or what, to whom or what.
  • Lost informationCustomer Journey Mapping · Channel handovers · The context loss · The lostWhat the receiving side does not have.
  • RemedyCustomer Journey Mapping · Channel handovers · The context loss · The remedyWhat would prevent the loss.
  • What the second side doesCustomer Journey Mapping · Channel handovers · The removals · The candidateThe activity that would move.
  • RequirementCustomer Journey Mapping · Channel handovers · The removals · The requirementWhat has to change.
  • ChangeCustomer Journey Mapping · Redesign · The changes · The changeWhat the customer will experience differently.
  • FindingCustomer Journey Mapping · Redesign · The changes · The not doingWhat was identified but not addressed.
  • RequirementCustomer Journey Mapping · Redesign · The internal requirement · The requirementWhat has to change.
  • Cost to functionCustomer Journey Mapping · Redesign · The internal requirement · The conflictWhat the change costs them.
  • CompensationCustomer Journey Mapping · Redesign · The internal requirement · The conflictWhat would make it acceptable.
  • MeasureCustomer Journey Mapping · Redesign · The measurement · The moment measureWhat is being watched at this moment.
  • ConfoundersCustomer Journey Mapping · Redesign · The measurement · The attributionWhat else changed in the period.
  • QuestionCustomer Feedback · Gathering it · The instrument · The questionsWhat is asked, in its exact wording.
  • TriggerCustomer Feedback · Gathering it · The instrument · The momentWhat prompts the request.
  • SkewCustomer Feedback · Gathering it · The coverage · The respondentsHow respondents differ from the customer base.
  • How to reach themCustomer Feedback · Gathering it · The coverage · The missingWhat would be required.
  • RepresentsCustomer Feedback · Gathering it · The coverage · The caveatWhich group the findings actually describe.
  • SourceCustomer Feedback · Gathering it · The unsolicited · The sourcesWhere it arrives.
  • SkewCustomer Feedback · Gathering it · The unsolicited · The biasWhich way it leans.
  • CategoryCustomer Feedback · Reading the signal · The categories · The setWhat it covers.
  • ExamplesCustomer Feedback · Reading the signal · The categories · The setComments that belong in it, for consistency.
  • Confused categoriesCustomer Feedback · Reading the signal · The categories · The consistencyWhich pairs are mixed up.
  • Emerging themeCustomer Feedback · Reading the signal · The categories · The unfittingWhat the unfitting comments have in common.
  • ObservationCustomer Feedback · Reading the signal · The verbatim sample · The observationsWhat was noticed.
  • RequiresCustomer Feedback · Routing · The destinations · The capabilityWhat else they would need.
  • Urgent routeCustomer Feedback · Routing · The handoff · The frequencyHow something serious reaches them immediately.
  • What they recallCustomer Feedback · Routing · The handoff · The receptionWhat they can name from the last delivery.
  • What changedCustomer Feedback · Routing · The outcome · The responseThe action taken.
  • ReplyCustomer Feedback · Closing the loop · The individual response · The replyWhat was said.
  • What was saidCustomer Feedback · Closing the loop · The individual response · The honest noThe explanation given.
  • ContentCustomer Feedback · Closing the loop · The collective report · The reportWhat the report covers.
  • RequestCustomer Feedback · Closing the loop · The collective report · The declinedWhat was asked for.
  • ActionCustomer Feedback · Closing the loop · The response rate · The diagnosisWhat was changed as a result.
  • ChannelCustomer Support · Getting help · The routes · The channelsHow customers can reach help.
  • Best forCustomer Support · Getting help · The routes · The suitabilityWhat kind of need it suits.
  • MismatchCustomer Support · Getting help · The routes · The mismatchWhat arrives here that should go elsewhere.
  • RequirementCustomer Support · Getting help · The effort · The verificationWhat the customer must provide.
  • PointCustomer Support · Getting help · The abandoned · The abandonmentWhere they gave up.
  • CriterionCustomer Support · Resolution · The definition · The criterionWhat counts as resolved.
  • Closure without resolutionCustomer Support · Resolution · The definition · The criterionHow timeouts and non-responses are categorised.
  • Case typeCustomer Support · Resolution · The definition · The categoriesWhich category of contact.
  • QuestionCustomer Support · Resolution · The confirmation · The questionWhat is asked.
  • ArticleCustomer Support · Self-service and knowledge · The content · The articlesWhat it covers.
  • Search termCustomer Support · Self-service and knowledge · The findability · The searchWhat customers actually type.
  • Question asked afterwardsCustomer Support · Self-service and knowledge · The deflection · The failuresWhat the customer contacted about.
  • ConditionCustomer Support · Escalation · The trigger · The conditionsWhat triggers escalation.
  • IncludedCustomer Support · Escalation · The context transfer · The packageWhat travels with the case.
  • What they knewCustomer Support · Escalation · The context transfer · The verificationWhat they could state before contacting the customer.
  • TaskUI and UX Optimization · Understanding use · The observation · The sessionsWhat they were asked to achieve.
  • ObservationUI and UX Optimization · Understanding use · The observation · The observationsWhat was seen.
  • PatternUI and UX Optimization · Understanding use · The observation · The recurrenceWhat recurred.
  • StepUI and UX Optimization · Understanding use · The analytics · The drop pointsWhere the problem appears.
  • BehaviourUI and UX Optimization · Understanding use · The analytics · The anomaliesWhat is unusual.
  • WorkaroundUI and UX Optimization · Understanding use · The workarounds · The behaviourWhat they do instead.
  • NeedUI and UX Optimization · Understanding use · The workarounds · The needWhat they are actually trying to achieve.
  • DecisionUI and UX Optimization · Design decisions · The decision · The choiceWhat was chosen.
  • AlternativeUI and UX Optimization · Design decisions · The decision · The alternativesWhat was considered instead.
  • ProblemUI and UX Optimization · Design decisions · The rationale · The problemWhat it addresses.
  • AttemptUI and UX Optimization · Design decisions · The rejected · The attemptWhat was tried.
  • ConditionUI and UX Optimization · Design decisions · The rejected · The conditionsWhat would have to be different.
  • MeasureUI and UX Optimization · Testing changes · The measure · The primaryWhat the test is judged on.
  • GuardrailUI and UX Optimization · Testing changes · The measure · The guardrailsWhat must not deteriorate.
  • AlternativeUI and UX Optimization · Testing changes · The power · The verdictWhat to do instead where it is not.
  • StandardUI and UX Optimization · Accessibility · The standard · The guidelinesWhich guidelines apply.
  • ToolUI and UX Optimization · Accessibility · The testing · The automatedWhat runs the check.
  • FindingsUI and UX Optimization · Accessibility · The testing · The user testingWhat conformance testing had missed.
  • Failing criterionUI and UX Optimization · Accessibility · The obligations · The gapWhat is not met.
  • ElementPersonalization · What is personalised · The inventory · The elementsWhat varies by person.
  • GainPersonalization · What is personalised · The benefit · The customer gainWhat the customer gets.
  • GainPersonalization · What is personalised · The benefit · The organisation gainWhat the organisation gets.
  • SelectionPersonalization · What is personalised · The maintenance · The testingHow the tested combinations are chosen.
  • FailurePersonalization · What is personalised · The maintenance · The failuresWhat went wrong.
  • SignalPersonalization · The signals · The signal set · The signalsWhat the personalisation uses.
  • DefaultPersonalization · The signals · The signal set · The coverageWhat everyone else sees.
  • ConsequencePersonalization · The signals · The accuracy · The cost of wrongWhat the customer experiences when it is wrong.
  • ControlPersonalization · The signals · The correction · The mechanismHow the customer changes it.
  • ExcludedPersonalization · The limits · The exclusions · The excludedWhat will not be used or inferred.
  • CategoryPersonalization · The limits · The exclusions · The sensitiveWhich sensitive inference.
  • PressurePersonalization · The limits · The exclusions · The pressureWhat is pushing against the limit.
  • ExplanationPersonalization · The limits · The visibility · The explanationWhat the customer is told.
  • What would be awkwardPersonalization · The limits · The visibility · The comfort testWhich part could not comfortably be explained.
  • ChangesPersonalization · The limits · The reasoning · The reviewWhat was relaxed or tightened.
  • BehaviourLoyalty Programs · The mechanism · The earning · The qualifying behaviourWhat earns.
  • TierLoyalty Programs · The mechanism · The earning · The tiersThe status level.
  • RewardLoyalty Programs · The mechanism · The redemption · The rewardsWhat can be obtained.
  • RestrictionLoyalty Programs · The mechanism · The redemption · The frictionWhat limits redemption.
  • What they saidLoyalty Programs · The mechanism · The comprehension · The testTheir explanation, verbatim.
  • ComplexityLoyalty Programs · The mechanism · The comprehension · The simplificationWhat makes it hard to understand.
  • TreatmentLoyalty Programs · The economics · The liability · The recognitionHow it is recognised.
  • Control definitionLoyalty Programs · Behaviour change · The control · The groupWho is in the comparison group.
  • Matched onLoyalty Programs · Behaviour change · The control · The matchingWhich characteristics were balanced.
  • BehaviourLoyalty Programs · Behaviour change · The measured change · The target behaviourWhat the programme targets.
  • SituationLoyalty Programs · Winding down · The honouring · The exceptionsWhat makes this case unusual.
  • HandlingLoyalty Programs · Winding down · The honouring · The exceptionsWhat is done for them.
  • MessageLoyalty Programs · Winding down · The explanation · The messageWhat members are told.
  • IdentifierOmnichannel Integration · One identity · The matching · The methodWhat is used to match.
  • IdentifierOmnichannel Integration · One identity · The matching · The identifierWhat identifies the person.
  • Common causeOmnichannel Integration · One identity · The failure rate · The missesWhy matching fails.
  • Customer experienceOmnichannel Integration · One identity · The failure rate · The missesWhat the customer encounters as a result.
  • MechanismOmnichannel Integration · One identity · The customer route · The mechanismHow the customer links their records.
  • BenefitOmnichannel Integration · One identity · The customer route · The benefitWhat the customer gains.
  • ElementOmnichannel Integration · Continuity of state · The carried context · The minimumWhat travels.
  • From and toOmnichannel Integration · Continuity of state · The carried context · The crossingsWhich channel pair.
  • What is highlightedOmnichannel Integration · Continuity of state · The visibility · The summaryWhich parts are surfaced first.
  • Repeated informationOmnichannel Integration · Continuity of state · The repetition measure · The whatWhat has to be said again.
  • TaskOmnichannel Integration · Channel parity · The capability map · The tasksWhat the customer is trying to do.
  • ChannelOmnichannel Integration · Channel parity · The capability map · The availabilityWhich channel.
  • Directed toOmnichannel Integration · Channel parity · The deliberate differences · The signpostingWhere the customer is sent.
  • Blocked atOmnichannel Integration · Channel parity · The strandings · The casesWhich step cannot be completed.
  • SeamOmnichannel Integration · The seams · The seam list · The seamsWhat the customer experiences.
  • Internal causeOmnichannel Integration · The seams · The seam list · The seamsWhich boundary produces it.
  • Remedy typeOmnichannel Integration · The seams · The seam list · The typeWhat kind of fix it requires.
  • BoundaryOmnichannel Integration · The seams · The seam list · The boundaryWhich organisational division.
  • MitigationOmnichannel Integration · The seams · The accepted · The mitigationWhat reduces the impact.
  • ConditionOmnichannel Integration · The seams · The accepted · The revisitWhat would make closing it worthwhile.
  • OpportunityOmnichannel Integration · The seams · The accepted · The revisitWhat planned work would make it cheap.

Time Core105 places

  • ItemProject management · Defining the work · The scope · The inclusionsWhat is being delivered.
  • ExcludedProject management · Defining the work · The scope · The exclusionsWhat is not being done.
  • AssumptionProject management · Defining the work · The scope · The assumptionsWhat is being assumed.
  • CriterionProject management · Defining the work · The definition of done · The criteriaWhat must be true.
  • Remaining workProject management · Defining the work · The definition of done · The tailWhat tends to be left.
  • ChangeProject management · Defining the work · The change record · The changesWhat was added, removed or reinterpreted.
  • Depends onProject management · Sequence · The dependencies · The linksWhat has to come first.
  • Can parallelProject management · Sequence · The dependencies · The parallelWhat could run simultaneously.
  • DependencyProject management · Sequence · The dependencies · The questionableWhich one is being questioned.
  • ItemProject management · Sequence · The external items · The itemsWhat is needed.
  • If lateProject management · Sequence · The external items · The contactWhat happens when it does not arrive.
  • ItemProject management · Sequence · The critical chain · The pathWhich items are on the chain.
  • New constraintProject management · Sequence · The critical chain · The recheckWhat determines the date now.
  • ChangeProject management · Running it · The change log · The entriesWhat changed.
  • IndicatorProject management · Running it · The early warning · The indicatorsWhat is watched.
  • What happensProject management · Running it · The early warning · The safetyWhat follows a problem being raised.
  • ItemProject management · Closing · The acceptance · The outstandingWhat remains.
  • ItemProject management · Closing · The handover · The packageWhat was handed over.
  • CategoryProject management · Closing · The record · The reference classWhich kind of project this is.
  • Their wordsMarket Timing · Market readiness · The problem awareness · The recognitionHow they describe it, which is what marketing has to match.
  • Current approachMarket Timing · Market readiness · The problem awareness · The current behaviourWhat they do today.
  • PrerequisiteMarket Timing · Market readiness · The prerequisites · The listWhat has to exist.
  • Approval routeMarket Timing · Market readiness · The existing spending · The budget holderHow spending is authorised.
  • Main complaintMarket Timing · Market readiness · The existing spending · The dissatisfactionWhat they would change.
  • CauseMarket Timing · The window · The opening · The causeWhat created the opening.
  • What would end itMarket Timing · The window · The opening · The durabilityThe specific development that closes it.
  • CloserMarket Timing · The window · The duration · The closersWhat would end the window.
  • RequirementMarket Timing · The window · The lead time · The requirementWhat has to be ready.
  • OptionMarket Timing · The window · The lead time · The shorteningWhat would shorten the lead time.
  • IndicatorMarket Timing · Signals to watch · The indicators · The signalsWhat is watched.
  • What followsMarket Timing · Signals to watch · The threshold · The agreementWhat happens when the threshold fires.
  • NoteMarket Timing · Signals to watch · The watcher · The logAny context around the reading.
  • Main driverMarket Timing · Early and late · The early cost · The burnWhat accounts for the difference.
  • On what dimensionMarket Timing · Early and late · The late cost · The requirementWhere the advantage would have to be.
  • AdvantageMarket Timing · Early and late · The late cost · The advantageWhat arriving later provides.
  • Incumbent mistakesMarket Timing · Early and late · The late cost · The advantageWhat can be learned from their approach.
  • What determined itMarket Timing · Early and late · The advantage test · The precedentWhat actually decided the outcome.
  • ExampleGolden Opportunities · Recognising them · The pattern · The examplesWhat the opportunity was.
  • MarkerGolden Opportunities · Recognising them · The pattern · The markersA characteristic they share.
  • Counter-exampleGolden Opportunities · Recognising them · The pattern · The markersAn ordinary opportunity that also shows it.
  • Blind spotGolden Opportunities · Recognising them · The pattern · The blind spotsWhere an opportunity would go unnoticed.
  • HowGolden Opportunities · Recognising them · The route · The channelWhat the mechanism is.
  • QuestionGolden Opportunities · Qualifying · The questions · The setWhat is asked.
  • Disqualifying answerGolden Opportunities · Qualifying · The questions · The killersWhat answer would end it.
  • UnknownGolden Opportunities · Qualifying · The questions · The unknownsWhat will not be established in time.
  • RuleGolden Opportunities · Capacity to act · The reserve · The protectionWhat it may and may not be used for.
  • Used forGolden Opportunities · Capacity to act · The reserve · The usageWhat the reserve funded.
  • Current workGolden Opportunities · Capacity to act · The releasable people · The candidatesWhat they are doing now.
  • Displaced workGolden Opportunities · Capacity to act · The releasable people · The displacementWhat would pause.
  • ScopeGolden Opportunities · Capacity to act · The authority · The standing authorityWhat it may be used for.
  • ConditionGolden Opportunities · Capacity to act · The authority · The conditionsWhat must hold.
  • ReportingGolden Opportunities · Capacity to act · The authority · The conditionsWhat has to be reported afterwards.
  • What happenedGolden Opportunities · Capacity to act · The authority · The testWhether it worked as intended.
  • OpportunityGolden Opportunities · The record · The decisions · The entryWhat it was.
  • Main uncertaintyGolden Opportunities · The record · The decisions · The reasoningWhat was not known at the time.
  • Expected outcomeGolden Opportunities · The record · The expectation · The predictionWhat was predicted.
  • AssumptionGolden Opportunities · The record · The expectation · The conditionsWhat was assumed.
  • Expected insteadGolden Opportunities · The record · The expectation · The alternativeWhat was expected to happen without acting.
  • Capacity used forGolden Opportunities · The record · The expectation · The alternativeWhat the freed capacity was expected to do.
  • What happenedGolden Opportunities · The record · The review · The outcomeThe actual outcome.
  • PatternGolden Opportunities · The record · The review · The patternWhat recurs across decisions.
  • CorrectionGolden Opportunities · The record · The review · The patternWhat was changed as a result.
  • WorkContingency Planning · Slippage · The history · The recordWhat the piece of work was.
  • ExceptionsContingency Planning · Slippage · The ratio · The applicationWhen it is not applied, and why.
  • SourceContingency Planning · Slippage · The usual suspects · The sourcesWhat causes the delay.
  • Release ruleContingency Planning · Buffers · The reserve · The ownerOn what basis time is granted.
  • Consumed byContingency Planning · Buffers · The consumption · The drawdownWhat used it.
  • ActionContingency Planning · Buffers · The consumption · The signalWhat happens when it is crossed.
  • Permitted useContingency Planning · Buffers · The protection · The ruleWhat it may absorb.
  • Excluded useContingency Planning · Buffers · The protection · The ruleWhat it may not.
  • Trade-off statedContingency Planning · Buffers · The protection · The challengeWhat was said would be given up.
  • InstanceContingency Planning · Buffers · The protection · The evidenceWhen the buffer was removed.
  • What happenedContingency Planning · Buffers · The protection · The evidenceThe consequence.
  • AlternativeContingency Planning · The fallback plan · The alternative · The optionWhat would be done.
  • Given upContingency Planning · The fallback plan · The alternative · The costWhat is lost.
  • DependencyContingency Planning · The fallback plan · The alternative · The viabilityWhat the fallback itself relies on.
  • StepContingency Planning · The fallback plan · The lead time · The preparationWhat has to be arranged.
  • PreparationContingency Planning · The fallback plan · The lead time · The shorteningWhat could be done now.
  • ConditionContingency Planning · The fallback plan · The trigger · The conditionWhat would fire the trigger.
  • StandardContingency Planning · Decision points · The criterion · The standardWhat counts as on track.
  • ExcludedContingency Planning · Decision points · The criterion · The exclusionsWhat is not taken into account.
  • OutcomeContingency Planning · Decision points · The decision · The recordWhat happened afterwards.
  • DriverYear Wheel · The cycle · The demand cycle · The driversWhat causes the pattern.
  • ObligationYear Wheel · The cycle · The operating cycle · The obligationsWhat has to be done.
  • What collidesYear Wheel · The cycle · The collisions · The overlapsWhich demand and which obligation.
  • What gives wayYear Wheel · The cycle · The collisions · The costWhich side suffers.
  • ConsequenceYear Wheel · The cycle · The collisions · The costWhat that costs.
  • DateYear Wheel · Fixed points · The immovable · The listWhat is fixed.
  • ConsequenceYear Wheel · Fixed points · The immovable · The consequenceWhat happens if missed.
  • CoveredYear Wheel · Fixed points · The freeze periods · The scopeWhat may not change.
  • Not coveredYear Wheel · Fixed points · The freeze periods · The scopeWhat continues normally.
  • GroundsYear Wheel · Fixed points · The freeze periods · The exceptionsWhat justifies one.
  • DateYear Wheel · Fixed points · The assumed-fixed · The candidatesWhich one.
  • Depends on itYear Wheel · Fixed points · The assumed-fixed · The dependenciesWhat is scheduled around the date.
  • What happenedYear Wheel · Fixed points · The assumed-fixed · The testThe observed consequence.
  • CauseYear Wheel · Load across the year · The real capacity · The absenceHoliday, training or public holiday.
  • CommitmentYear Wheel · Load across the year · The committed load · The commitmentsWhat was promised.
  • Gives wayYear Wheel · Load across the year · The over-commitment · The consequenceWhat suffers.
  • CostYear Wheel · Load across the year · The over-commitment · The consequenceWhat that has cost historically.
  • ReviewsYear Wheel · The review rhythm · The cadences · The frequenciesWhat is looked at.
  • Can decideYear Wheel · The review rhythm · The cadences · The decisionsWhat the meeting may change.
  • EscalatesYear Wheel · The review rhythm · The cadences · The decisionsWhat has to go elsewhere.
  • ReviewsYear Wheel · The review rhythm · The distribution · The placementWhat falls there.
  • Could moveYear Wheel · The review rhythm · The distribution · The spreadWhich review could be shifted.
  • ConsequenceYear Wheel · The review rhythm · The adherence · The lapseWhat was noticed late as a result.

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