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A level in the framework

Modules

A working sub-area of an object, where one is needed. Budgeting within Finance; segmentation within Target Audience.

The concept

What a module is

Not every object needs modules. They appear where an object is large enough that people work on different parts of it without overlapping — which is most of the time for the bigger objects and rarely for the small ones.

A module is where practice lives. It is the level at which you can describe how something is actually done, step by step, rather than what it is.

Telling it apart

Where the level begins and ends

Above against objects

An object is the subject; a module is one way of working on it. Several modules together cover an object without repeating each other.

Below against components

A module produces components. If the thing you are describing exists as a document or a mechanism, it is a component, not a module.

The test

Does it belong here?

Can you describe how to do it?
Modules carry method. If the honest description is “it depends”, the thing is probably an object rather than a module.
Does it produce something?
Every module resolves into components. A module that produces nothing is a topic rather than a way of working.

In the framework

Examples

Reason for being
Quarterly objectives
Cascade and catchball
Trade-offs

Create modules only where they earn their place. An object split into modules that nobody works on separately has been divided for the sake of symmetry.

The library

Every module in the framework

201 modules in all. Written out core by core. The rest follow the same shape.

Goal Core · Purpose5

Reason for beingGoal Core · PurposeThe articulation itself: one sentence saying why the organisation exists, written so that it would still hold if the product changed entirely.
Stakeholder rationaleGoal Core · PurposeWhom the purpose is for, and what each of them gets from it. Naming them makes the purpose answerable to someone rather than to no one.
AlignmentGoal Core · PurposeHow the purpose is actually used: which decisions are tested against it, at what points, and by whom. Without a mechanism, alignment is an intention.
IntegrityGoal Core · PurposeThe distance between the purpose as stated and the purpose as enacted. Worth measuring deliberately, because the gap is invisible from the inside and obvious from the outside.
Core valuesGoal Core · PurposeThe small set of commitments the organisation will not trade, even when trading them would be profitable — which is the only test that separates a value from a preference.

Goal Core · Short term goals4

Quarterly objectivesGoal Core · Short term goalsA small number of specific, demanding commitments set for a quarter and reviewed at its end — few enough that they can all be named from memory.
MilestonesGoal Core · Short term goalsDated checkpoints inside longer work, each one a moment where progress becomes visible and a decision to continue is genuinely available.
Quick winsGoal Core · Short term goalsResults chosen deliberately because they will be seen — unambiguous, attributable to the effort, and early. Selecting them is a communication decision as much as an operational one.
Leading indicatorsGoal Core · Short term goalsMeasures that move before the outcome does, and therefore give you time. Distinguishing them from lagging measures is what makes a short review useful rather than merely early.

Goal Core · Long term goals4

Long-range ambitionGoal Core · Long term goalsThe single stated destination: specific enough to recognise on arrival, distant enough that the route is not yet designed.
Growth horizonsGoal Core · Long term goalsSeparating what defends today’s business from what builds the next one and what merely keeps an option open. Each needs different funding, measures and tolerance for failure.
Direction of growthGoal Core · Long term goalsWhether the ambition is reached through existing markets and offers, new offers, new markets, or genuinely new ground. Naming the direction is what makes the risk visible.
Assumptions and scenariosGoal Core · Long term goalsWhat has to remain true for the goal to make sense, written down where it can be checked. A long goal is a claim about the future, and claims can be falsified.

Goal Core · Tactical goals4

Cascade and catchballGoal Core · Tactical goalsCarrying a strategic goal down into commitments, and letting the answers come back up and change it. The upward half is the part most cascades leave out.
InitiativesGoal Core · Tactical goalsThe named, finishable pieces of work a tactical goal resolves into. Each with a start, an end, and something that exists afterwards which did not before.
OwnershipGoal Core · Tactical goalsOne named person accountable for each goal, distinct from the people doing the work and from those merely informed.
ResourcingGoal Core · Tactical goalsWhat the goal costs in money, people and attention, agreed before it is committed to. The test is whether the owner could describe the resource without checking.

Goal Core · Strategic goals4

DiagnosisGoal Core · Strategic goalsA plain statement of the challenge the goal exists to answer — what is in the way, and why it matters now. Written before the goal, not reverse-engineered after it.
Strategic themesGoal Core · Strategic goalsThe few coherent lines of effort the goals group into, so that separate goals reinforce one another instead of competing for the same people.
Trade-offsGoal Core · Strategic goalsWhat is deliberately not being pursued, recorded alongside what is. The value of writing it down is that it is available later, when the excluded option returns looking attractive.
Horizon and measuresGoal Core · Strategic goalsWhen the goal is expected to land, and what would count as having landed. One primary measure per goal; a second usually means the first was not trusted.

Business Core · HR4

Workforce planningBusiness Core · HRWorking out what capability the organisation will need, when, and whether it currently has it. The gap between the two drives everything else in this object.
Recruitment and selectionBusiness Core · HRFinding candidates and choosing between them in a way that predicts performance rather than comfort.
DevelopmentBusiness Core · HRBuilding capability in people already present — usually cheaper than hiring it, always slower, and rarely planned as deliberately.
Retention and engagementBusiness Core · HRKeeping the capability the organisation has already paid to build, and understanding why people stay or leave before the pattern becomes a problem.

Business Core · Value Proposition4

Customer jobs and painsBusiness Core · Value PropositionWhat the customer is actually trying to get done, and what makes it hard. This comes first, because a proposition written before it is a guess with a confident tone.
The offerBusiness Core · Value PropositionThe products and services, and specifically how each one relieves a pain or creates a gain. The connection is the content; the list alone is a catalogue.
DifferentiationBusiness Core · Value PropositionWhy this offer rather than the alternatives, including doing nothing. A proposition that would read identically over a competitor’s logo has not differentiated anything.
ProofBusiness Core · Value PropositionWhat makes the claim believable to someone who has not bought yet. Evidence does the work adjectives are usually asked to do.

Business Core · Monetisation4

Revenue modelBusiness Core · MonetisationWhat the organisation charges for and on what basis. The most consequential choice in the object, and usually the least examined.
PricingBusiness Core · MonetisationWhat is charged, and how the level is arrived at — from cost, from competitors, or from the value delivered. The third is hardest and usually produces the best answer.
Margin structureBusiness Core · MonetisationWhat remains after delivery, and how that changes with volume. A business with margin at small scale and none at large scale has a structural problem, not a pricing one.
Revenue qualityBusiness Core · MonetisationHow predictable, recurring and concentrated the income is. Two businesses with the same turnover can be worth very different amounts.

Business Core · Core Competencies4

IdentificationBusiness Core · Core CompetenciesListing what the organisation genuinely does well, drawn from evidence rather than from self-image.
Testing for advantageBusiness Core · Core CompetenciesPutting each candidate through a structured test — valuable, rare, hard to imitate, and organised to exploit. Most candidates fail on rarity.
BuildingBusiness Core · Core CompetenciesClosing a capability gap, and choosing between building, hiring, partnering or acquiring. Each has a different cost, speed and permanence.
ProtectingBusiness Core · Core CompetenciesKeeping a competency from eroding through departures, imitation or neglect. A competency held by three people is not organisational.

Business Core · Business Assets4

Asset registerBusiness Core · Business AssetsA current list of what the organisation holds, where it is, and who is responsible for it. Administrative-sounding and the foundation for everything else here.
Intellectual propertyBusiness Core · Business AssetsWhat the organisation owns that is not physical — trademarks, patents, copyright, data — and the rights position around each.
UtilisationBusiness Core · Business AssetsHow much each asset is actually used against what it could be. The measure that turns an inventory into a management tool.
LifecycleBusiness Core · Business AssetsAcquisition, maintenance, replacement and disposal, planned rather than triggered by failure. The unplanned version is always more expensive.

Business Core · Operational Systems4

Process designBusiness Core · Operational SystemsMapping how work actually moves through the organisation, as opposed to how it is supposed to. The gap between the two is where most operational problems live.
ToolingBusiness Core · Operational SystemsThe systems and software the work runs on, and whether they fit the process or the process has bent to fit them.
Standards and qualityBusiness Core · Operational SystemsWhat good output looks like, defined precisely enough that two people would agree. Without it, quality is a matter of who checked.
Continuous improvementBusiness Core · Operational SystemsA rhythm for changing the process based on what it produces, rather than only when something breaks. The rhythm matters more than the method.

Business Core · Partners4

Partner selectionBusiness Core · PartnersDeciding who to work with, and on what basis. Most partnership failures are selection failures that management could not fix afterwards.
The agreementBusiness Core · PartnersWhat each side commits to, in writing, including what happens when it stops working. The last part is the one most often left out.
GovernanceBusiness Core · PartnersHow the partnership is run day to day: who talks to whom, how decisions are made, and how problems escalate before they become disputes.
Value reviewBusiness Core · PartnersA periodic honest assessment of whether the partnership is still worth what it costs — including the cost of managing it.

Business Core · Stakeholders4

IdentificationBusiness Core · StakeholdersEstablishing who is affected by the organisation and who can affect it. The second group is usually mapped; the first is usually not.
ExpectationsBusiness Core · StakeholdersWhat each stakeholder actually wants, established by asking rather than by assuming. Assumed expectations are usually the organisation’s own priorities restated.
EngagementBusiness Core · StakeholdersHow each stakeholder is involved — informed, consulted, or genuinely party to the decision — and being honest about which.
ReportingBusiness Core · StakeholdersWhat is communicated to whom, how often, and in what form — including the things that are harder to report.

Business Core · Finance4

BudgetingBusiness Core · FinanceAllocating money to intentions for a period ahead. A budget is a set of decisions expressed in numbers, not an administrative exercise.
ForecastingBusiness Core · FinanceA current estimate of where the numbers are heading, updated as the world changes. Distinct from the budget, which is a commitment.
Cash flowBusiness Core · FinanceMoney actually moving in and out, by date. Profitable organisations fail here, which is why it is tracked separately from profit.
Financial reportingBusiness Core · FinanceTurning transactions into a statement of what happened, for people who have to decide something on the basis of it.

Business Core · Supply Chain4

SourcingBusiness Core · Supply ChainDeciding where inputs come from and on what terms, including how much concentration the organisation is willing to carry.
LogisticsBusiness Core · Supply ChainMoving things from where they are to where they are needed, on time and intact, at a cost that makes sense.
InventoryBusiness Core · Supply ChainWhat is held, where, and why — balancing the cost of holding stock against the cost of not having it.
ResilienceBusiness Core · Supply ChainThe capacity to keep supplying when something goes wrong — which it will, and rarely in the way that was planned for.

Business Core · Manufacturing Operations4

Capacity planningBusiness Core · Manufacturing OperationsMatching what can be produced to what will be needed, over a horizon long enough that capacity can still be changed.
Production flowBusiness Core · Manufacturing OperationsHow work moves through production — batch sizes, queues and handovers — and where it spends time without being worked on.
Quality managementBusiness Core · Manufacturing OperationsEnsuring output meets specification, and finding out why when it does not. Detection is the fallback; prevention is the work.
MaintenanceBusiness Core · Manufacturing OperationsKeeping equipment capable of producing. Planned maintenance is inconvenient; unplanned maintenance is expensive and arrives at the worst moment.

Business Core · Compliance4

Regulatory mappingBusiness Core · ComplianceEstablishing which rules actually apply — by jurisdiction, sector and activity — before deciding how to meet them.
ControlsBusiness Core · ComplianceThe mechanisms that make compliance happen — built into how work is done, rather than checked afterwards.
MonitoringBusiness Core · ComplianceChecking that controls are actually operating, independently of the people who operate them.
Incident responseBusiness Core · ComplianceWhat happens when something goes wrong — containment, notification and correction — decided in advance rather than during.

Brand Core · Brand promise4

The promiseBrand Core · Brand promiseWriting the commitment itself: narrow enough to rule something out, and phrased so that failing it would be recognisable.
DeliverabilityBrand Core · Brand promiseWhether the organisation can actually keep the promise every time — which is a question about capacity and process, not about wording.
CommunicationBrand Core · Brand promiseHow the promise is stated externally, and how carefully — because overstatement is free when written and expensive when delivered.
Keeping itBrand Core · Brand promiseMeasuring whether the promise actually holds, and what happens when it does not — because a promise with no failure record is unmeasured rather than unbroken.

Brand Core · Brand Identity4

Brand personalityBrand Core · Brand IdentityThe traits the brand behaves as if it had — chosen deliberately, with things it is explicitly not, because that is what governs the judgement calls no guideline covers.
Visual systemBrand Core · Brand IdentityLogo, colour, typography, imagery and layout — specified precisely enough to be reproduced by someone who has never spoken to anyone about it.
Verbal systemBrand Core · Brand IdentityName, tone of voice, vocabulary and how things are named beneath the brand — the half of identity that is used most and documented least.
ConsistencyBrand Core · Brand IdentityHow the system is actually held: where the assets live, who can approve a departure, and how often real output is checked against the intent.

Brand Core · Brand Positioning4

Frame of referenceBrand Core · Brand PositioningWhat the customer compares the brand with — the category they file it under, which is frequently not the one the organisation would choose.
Points of differenceBrand Core · Brand PositioningWhat the brand is meant to be believed better at, held alongside the parity points it has to be credibly adequate on to be considered at all.
The positioning statementBrand Core · Brand PositioningThe internal sentence that fixes the position: for whom, in what frame, what difference, on what basis — written for the organisation rather than for the market.
Brand architectureBrand Core · Brand PositioningHow brands relate to one another where there is more than one — what carries the master brand, what stands alone, and what the customer is expected to connect.

Brand Core · Brand Value4

AwarenessBrand Core · Brand ValueWhether the brand is known, and whether it comes to mind at the moment a choice is being made — which is the harder and more useful question.
AssociationsBrand Core · Brand ValueWhat comes to mind with the brand, how strongly, how favourably and how uniquely — the part of brand value that does the actual work.
LoyaltyBrand Core · Brand ValueWhether people come back, and whether they would defend the choice if a cheaper option appeared — behaviour and attitude, measured separately because they diverge.
ValuationBrand Core · Brand ValueWhat the brand is worth financially, on a stated method, with the assumptions visible — because the number is entirely a function of them.

Brand Core · Brand Perception4

Measuring perceptionBrand Core · Brand PerceptionHow what people think is actually established — with the method’s limits recorded alongside the result, because every method here has serious ones.
The identity–image gapBrand Core · Brand PerceptionThe distance between what the organisation intended and what arrived — and which of the two is wrong, because both answers occur.
Segment differencesBrand Core · Brand PerceptionHow perception varies between customers, non-customers, employees and candidates — and which of those differences matters for what the organisation is trying to do.
Shifting perceptionBrand Core · Brand PerceptionWhat it takes to change a belief that is wrong or outdated: how long, on what evidence, and why saying it differently is rarely enough.

Brand Core · Brand Narrative4

The storyBrand Core · Brand NarrativeThe narrative itself: where it starts, what the difficulty was, and what it is actually about — short enough to be retold and honest enough to be believed.
Message architectureBrand Core · Brand NarrativeWhat is said beneath the story: the one thing that must land, the supporting messages, and what changes by audience without contradicting anything.
The tellersBrand Core · Brand NarrativeWho actually carries the narrative — employees, customers, partners, media — and whether they have been given a version they can use.
EvolutionBrand Core · Brand NarrativeHow the narrative changes as the organisation does, without breaking continuity — which parts are fixed, which may move, and what a change costs in recognition.

Vision Core · Vision Statement4

The statementVision Core · Vision StatementThe articulation itself: a future state with a horizon attached, written so that someone outside the room could tell whether it had been reached.
ReachabilityVision Core · Vision StatementWhether the vision is actually attainable, on what horizon, and what would have to become true first — the half that separates ambition from fantasy.
What it rules outVision Core · Vision StatementThe opportunities the vision makes it wrong to take — without which it cannot settle an argument, which is the only thing a vision is used for under pressure.
ProgressVision Core · Vision StatementWhether the organisation is closer than it was, established on evidence rather than on activity — because a decade-long vision is otherwise unexamined for a decade.

Vision Core · Mission Statement4

The statementVision Core · Mission StatementWhat the organisation does, for whom, and to what end — in the present tense, and short enough to be repeated without a document.
ScopeVision Core · Mission StatementWhat business the organisation is in, and what it is not — drawn too narrowly it goes obsolete with the product; drawn too widely it permits anything.
RecognisabilityVision Core · Mission StatementWhether the people doing the work can find it in the sentence — the test that establishes whether the mission is true rather than merely agreed.
Keeping it currentVision Core · Mission StatementWhat happens when the organisation changes and the mission does not — because drift into inaccuracy is silent and revision should be an event.

Market Core · Market Opportunities4

SizingMarket Core · Market OpportunitiesHow large the opportunity actually is, built from the bottom up and stated as what is reachable rather than what exists.
Growth and directionMarket Core · Market OpportunitiesWhere the demand is heading and what is driving it — because a shrinking large market and a growing small one call for opposite decisions.
Opportunity assessmentMarket Core · Market OpportunitiesAttractiveness and fit, judged separately — because a large growing market the organisation has no right to win is not an opportunity for it.
The shortlistMarket Core · Market OpportunitiesWhat the organisation has decided to pursue and what it has decided not to — both dated, because both will be revisited by someone who was not there.

Market Core · Competitors4

The competitor setMarket Core · CompetitorsWho is actually competing for the demand — direct rivals, substitutes, in-house alternatives and inaction — defined from what customers consider.
Capability comparisonMarket Core · CompetitorsWhat each rival can actually do, on the dimensions customers weigh — assessed from evidence, including where they are better.
Reading their strategyMarket Core · CompetitorsWhat a competitor is trying to become, inferred from where they invest, who they hire and what they decline — more predictive than anything they publish.
MonitoringMarket Core · CompetitorsThe few developments that would change a decision, watched deliberately — because monitoring everything means monitoring nothing.

Market Core · Target Audience4

SegmentationMarket Core · Target AudienceHow the audience divides in ways that predict behaviour and permit separate treatment — the test being whether two segments would actually be served differently.
The profileMarket Core · Target AudienceWhat each segment is actually like, assembled from evidence rather than from a workshop — descriptive enough to be recognised, honest enough to be wrong in public.
Segment valueMarket Core · Target AudienceWhat each segment is worth: what they spend, what they cost to acquire, and how long they stay — the number that decides where effort goes.
Where they areMarket Core · Target AudienceWhere each segment can actually be reached, in what state of attention, and at what cost — the half of audience work that makes the rest usable.

Market Core · Customer Journey4

The buying stagesMarket Core · Customer JourneyWhat actually happens between first awareness and purchase, drawn from buyers rather than from a template — including the parts that are invisible.
Drop-offMarket Core · Customer JourneyWhere people leave, in what proportion, and why — because the stage with the largest loss is the one worth working on, whatever the current plan says.
What moves people forwardMarket Core · Customer JourneyWhat actually causes progression between stages, established by asking buyers rather than by inferring from what was clicked.
AttributionMarket Core · Customer JourneyHow credit is assigned across touchpoints, on a stated model, with its limits recorded — because the purpose is better budget decisions rather than a defensible number.

Market Core · Marketing Channels4

Channel selectionMarket Core · Marketing ChannelsWhich channels are used and why — matched to where the audience actually is and to what the message requires, rather than to what is available.
Channel economicsMarket Core · Marketing ChannelsWhat each channel truly costs and returns, including production, management time and the effect on other channels.
The mixMarket Core · Marketing ChannelsHow channels combine and in what sequence — because channels interact, and a mix managed as a set of independent lines will misread all of them.
Testing and incrementalityMarket Core · Marketing ChannelsWhether a channel contributes demand that would not otherwise have arrived, established by withholding it rather than by observing it.

Market Core · Content Type4

The formatsMarket Core · Content TypeWhat the organisation actually produces, in what quantity, and which of it was chosen rather than inherited.
Job per formatMarket Core · Content TypeWhat each format is for — which audience, which stage of the journey, and what it is meant to change.
ProductionMarket Core · Content TypeWhat each format costs to make, including research, review and approval — the parts that dominate the total and appear in no estimate.
Reuse and lifespanMarket Core · Content TypeHow long each piece stays useful and how much of it can be reused elsewhere — because the cheapest content is almost always something that already exists.

Market Core · Content Calendar4

The cadenceMarket Core · Content CalendarHow often the organisation publishes, per channel and per format, set at a level it can hold through a difficult quarter rather than at its best month.
The planMarket Core · Content CalendarWhat is scheduled, when, and by whom — far enough ahead that production has time, close enough that it can respond to what is happening.
Seasonal momentsMarket Core · Content CalendarThe fixed points in the year worth planning around, identified from the audience’s calendar rather than from the organisation’s.
CapacityMarket Core · Content CalendarHow much the organisation can actually produce, approve and publish — with the buffer that lets the schedule survive an ordinary disruption.

Market Core · Sales Channels4

Route to marketMarket Core · Sales ChannelsWhich routes the organisation uses — direct, partner, reseller, marketplace, self-serve — and what each buys in reach, margin and control.
Channel conflictMarket Core · Sales ChannelsWhere routes compete for the same customer, and the rule that settles it — written before the collision rather than during it.
EnablementMarket Core · Sales ChannelsWhat each route needs to be able to sell: what the offer is, who it is for, what it costs, and what to say when asked something difficult.
Channel performanceMarket Core · Sales ChannelsWhat each route delivers against what it costs, including the cost of managing it and the margin it takes.

Data Core · KPI management4

Choosing what to measureData Core · KPI managementNarrowing to the few measures the organisation is actually run on, balanced across what matters rather than across what is easy to collect.
DefinitionsData Core · KPI managementWhat each measure means precisely enough that two people calculating it independently get the same answer.
Targets and thresholdsData Core · KPI managementWhat good looks like, at what level, and what happens when the reading crosses it — because a measure with no threshold produces observation rather than action.
The reviewData Core · KPI managementThe rhythm in which measures are actually read and something is decided — because where the review is presentation, the whole measurement effort is decorative.

Data Core · Data Collection4

The sourcesData Core · Data CollectionWhere data actually comes from, and which source is authoritative where several disagree.
InstrumentationData Core · Data CollectionWhat is deliberately captured and how — the design decision that determines which questions the organisation will ever be able to answer.
Data qualityData Core · Data CollectionWhether the data is complete, accurate, timely and consistent — measured rather than assumed, since the assumption is always that it is fine.
Consent and basisData Core · Data CollectionWhat the organisation is entitled to collect and hold, on what basis, and what it has told people.

Data Core · Performance Analysis4

The questionData Core · Performance AnalysisWhat decision the analysis is meant to inform, and what answer would change it.
MethodData Core · Performance AnalysisHow the question will be answered, and whether that method can actually answer it — because most business questions are causal and most available methods are not.
Reading the resultData Core · Performance AnalysisWhat the finding does and does not say, including the alternative explanations — the step where confidence is either calibrated or inflated.
Acting on itData Core · Performance AnalysisWhat changed as a result, and whether the change worked — without which the analysis was a document rather than an input.

Data Core · Reporting4

What gets reportedData Core · ReportingThe inventory of reports and dashboards, what each is for, and who asked for it — the basis for removing the ones nobody needs.
DashboardsData Core · ReportingHow numbers are presented so that a reader can tell what is normal, what is not, and what to do.
DistributionData Core · ReportingHow reports reach people, in what rhythm, and whether they arrive while still useful.
Whether it is readData Core · ReportingUsage measured rather than assumed, and the retirement of what nobody opens.

Data Core · Data Governance4

OwnershipData Core · Data GovernanceWho is accountable for each data set being right, current and appropriately used — one person, in the business rather than in a technical function.
Definitions and lineageData Core · Data GovernanceWhat each term means, where the figure comes from, and what happens to it on the way — the record that makes two reports reconcilable.
AccessData Core · Data GovernanceWho may see what, on what basis, and how that is reviewed — balancing the cost of restriction against the cost of exposure deliberately.
Retention and deletionData Core · Data GovernanceHow long each kind of data is kept and what causes it to be removed — the decision that is always deferred and always accumulates.

Omni Core · Customer Journey Mapping4

Mapping the journeyOmni Core · Customer Journey MappingWhat the customer actually experiences, in order, from their side — including the waiting, the repetition and the parts the organisation never sees.
Moments that matterOmni Core · Customer Journey MappingThe few points that disproportionately determine how the whole is remembered, identified rather than assumed.
Channel handoversOmni Core · Customer Journey MappingWhat happens when a customer moves between channels or functions — where context is lost and where the experience most often fails.
RedesignOmni Core · Customer Journey MappingChanging the journey deliberately, with the internal changes that requires — the half that makes mapping worth doing.

Omni Core · Customer Feedback4

Gathering itOmni Core · Customer FeedbackHow feedback is collected, from whom, and at what moment — designed so that the people who would not otherwise speak are represented.
Reading the signalOmni Core · Customer FeedbackSeparating what recurs from what is loud, and reading content rather than only scores.
RoutingOmni Core · Customer FeedbackGetting each piece of feedback to whoever can actually change the thing it concerns, which is rarely the function that received it.
Closing the loopOmni Core · Customer FeedbackTelling the person what happened — the step that costs least, is skipped most, and determines whether anyone answers next time.

Omni Core · Customer Support4

Getting helpOmni Core · Customer SupportHow customers reach support, how easily, and whether the route matches the urgency of what they need.
ResolutionOmni Core · Customer SupportWhether the problem actually went away — measured properly, rather than through closure rates that can be met without solving anything.
Self-service and knowledgeOmni Core · Customer SupportWhat customers can resolve without contact, and whether the material is good enough that they would choose to.
EscalationOmni Core · Customer SupportWhat happens when the first line cannot resolve it — where most of the memorable failures occur, because the customer repeats themselves and waits.

Omni Core · UI and UX Optimization4

Understanding useOmni Core · UI and UX OptimizationHow people actually use the thing, established by watching rather than by inferring from analytics.
Design decisionsOmni Core · UI and UX OptimizationWhat is being changed and why, with the reasoning recorded so a later change does not undo it for reasons nobody remembers.
Testing changesOmni Core · UI and UX OptimizationEstablishing whether a change improved anything, on a measure agreed beforehand, with enough volume to be readable.
AccessibilityOmni Core · UI and UX OptimizationWhether the interface works for people using assistive technology, keyboards only, or with impaired vision or motor control.

Omni Core · Personalization4

What is personalisedOmni Core · PersonalizationWhich parts of the experience change by person, and what the customer gains from each — the inventory that makes the maintenance cost visible.
The signalsOmni Core · PersonalizationWhat the personalisation is based on — stated preferences, observed behaviour, inferred attributes — and how reliable each is.
The limitsOmni Core · PersonalizationWhere the organisation chooses not to personalise, and why — the boundary that keeps relevance from becoming intrusion.
Whether it worksOmni Core · PersonalizationEvidence that the personalisation improves something for the customer as well as for the organisation, tested rather than assumed.

Omni Core · Loyalty Programs4

The mechanismOmni Core · Loyalty ProgramsWhat the programme actually does — what earns, what is earned, and what it can be exchanged for.
The economicsOmni Core · Loyalty ProgramsWhat the programme costs, including the liability that accumulates, and what it returns.
Behaviour changeOmni Core · Loyalty ProgramsWhether members actually behave differently because of the programme, established by comparison rather than by assumption.
Winding downOmni Core · Loyalty ProgramsHow a programme ends or changes without the change being experienced as a betrayal.

Omni Core · Omnichannel Integration4

One identityOmni Core · Omnichannel IntegrationRecognising that interactions across channels involve the same person — the precondition for everything else in this object.
Continuity of stateOmni Core · Omnichannel IntegrationCarrying what happened in one channel into the next, so that a customer does not restart.
Channel parityOmni Core · Omnichannel IntegrationWhat can be done in each channel, and whether the differences are deliberate.
The seamsOmni Core · Omnichannel IntegrationWhere the joins remain visible to the customer, and which of them matter — the list that turns integration into a backlog.

Time Core · Project management4

Defining the workTime Core · Project managementWhat is being done, what is not, and what would count as finished — the agreement everything downstream depends on.
SequenceTime Core · Project managementWhat has to happen before what, what the project depends on that it does not control, and which chain determines the date.
Running itTime Core · Project managementHow progress is established, how change is handled, and how a problem becomes visible before the deadline rather than at it.
ClosingTime Core · Project managementEnding the project deliberately: confirming it is done, releasing the people, and recording what actually happened.

Time Core · Market Timing4

Market readinessTime Core · Market TimingWhether the conditions for demand actually exist — awareness of the problem, willingness to pay, and whatever the solution depends on.
The windowTime Core · Market TimingHow long the opening lasts and what closes it — because an opening with no estimated duration is treated as permanent.
Signals to watchTime Core · Market TimingWhat would indicate the market is becoming ready, watched by someone rather than noticed retrospectively.
Early and lateTime Core · Market TimingWhat each error costs — asymmetric, and usually assessed as though it were not.

Time Core · Golden Opportunities4

Recognising themTime Core · Golden OpportunitiesHow an unusual opportunity gets noticed and raised, given that it arrives inconveniently and usually to someone without a route to escalate.
QualifyingTime Core · Golden OpportunitiesEstablishing quickly whether it is what it appears to be — on a shorter process than the standard one, since the standard one takes longer than the opportunity lasts.
Capacity to actTime Core · Golden OpportunitiesWhether the organisation can actually move — people who could be released, money that is not committed, and authority that does not require a cycle.
The recordTime Core · Golden OpportunitiesWhat was taken, what was declined and what happened afterwards — the only way to know whether the organisation’s judgement is any good.

Time Core · Contingency Planning4

SlippageTime Core · Contingency PlanningWhere plans actually slip, by how much and why — established from history rather than from the assumption that this time will be different.
BuffersTime Core · Contingency PlanningReserve held deliberately and visibly rather than hidden inside individual estimates, where it is consumed without anyone noticing.
The fallback planTime Core · Contingency PlanningWhat is done instead, prepared far enough in advance that it remains available when it is needed.
Decision pointsTime Core · Contingency PlanningWhen the choice between continuing and changing course has to be taken — derived from the lead time of the alternatives rather than from the deadline.

Time Core · Year Wheel4

The cycleTime Core · Year WheelWhat actually repeats annually — the demand pattern, the operating rhythm and the planning cycle — drawn rather than assumed.
Fixed pointsTime Core · Year WheelThe dates that cannot move: statutory deadlines, contractual dates, industry events and periods when nothing can be changed.
Load across the yearTime Core · Year WheelHow work distributes against a capacity that is not constant, and where the year is already over-committed.
The review rhythmTime Core · Year WheelWhere the organisation’s reviews sit in the year — the mechanism by which the whole framework gets used rather than consulted.

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