Framework | Description | When to Use | Advantages | Drawbacks |
---|---|---|---|---|
Kotter’s 8-Step Change Model | An 8-step model for organizational change developed by Dr. John Kotter. | When planning and implementing organizational change. | Provides a structured approach to change. | May require significant time and effort. |
Nadler-Tushman Congruence Model | A diagnostic tool to identify problems within a company based on congruence. | When diagnosing organizational issues and misalignments. | Pinpoints areas of concern in an organization. | Complex and may require expertise to apply. |
McKinsey’s Seven Degrees of Freedom | A strategy tool to prioritize initiatives for business expansion. | In strategic planning to identify growth opportunities. | Helps focus on high-impact growth initiatives. | May not cover all aspects of business expansion. |
Mintzberg’s 5Ps | A strategy development model examining five perspectives to create a successful strategy. | When crafting and evaluating business strategies. | Provides multiple viewpoints for strategy development. | May require careful integration of perspectives. |
COSO Framework | A framework for designing and evaluating internal controls within an organization. | When implementing controls and risk management processes. | Enhances control and risk management practices. | Can be complex and resource-intensive. |
TOWS Matrix | A variation of the SWOT analysis that addresses relationships between threats, opportunities, weaknesses, and strengths. | In strategic planning and decision-making. | Helps identify strategic options and relationships. | Requires thorough analysis and interpretation. |
Lewin’s Change Management | A model for managing change by Kurt Lewin, focusing on three stages of change. | When implementing and managing organizational change. | Provides a structured approach to change management. | May not account for all aspects of change. |
Standard for Portfolio Management | Describes portfolio management processes concerning programs, projects, and organizational strategy. | In portfolio management and aligning projects with strategy. | Provides a standardized approach to portfolio management. | May require adaptation to specific industries. |
Change Management | A systematic approach to managing organizational transformation and overcoming resistance to change. | When implementing organizational change initiatives. | Promotes successful change implementation. | Requires buy-in and cooperation from stakeholders. |
Organizational Structures | Frameworks that shape business models based on various criteria for decision-making and alignment. | When designing the organizational structure of a company. | Enables efficient information flow and alignment. | Must be tailored to fit the organization’s needs. |
Team Management Wheel | A model for team effectiveness developed by Dr. Charles Margerison and Dr. Dick McCann. | When analyzing and improving team performance. | Identifies and addresses team dynamics and effectiveness. | Requires understanding and application of the model. |
Greiner’s Growth Model | Describes phases and crises an organization may experience during growth. | When assessing and managing organizational growth. | Highlights challenges and phases of growth. | General model may not address industry-specific issues. |
Deloitte Business Chemistry | A model for developing emotional intelligence within teams, characterized by four working styles. | When promoting team harmony and effectiveness. | Enhances emotional intelligence and teamwork. | People may exhibit a mix of working styles. |
Mullins’ Seven Domains | A model used by entrepreneurs to assess the viability of a new business idea from seven domains. | When evaluating the potential of a new business concept. | Provides a comprehensive evaluation framework. | May not guarantee success and requires judgment. |
Galbraith Star Model | A framework by Jay R. Galbraith for sustaining organizational value propositions and business models. | When seeking long-term sustainability and alignment. | Helps align organizational design with strategy. | May require adjustments for specific contexts. |
Swimlane Diagram | Cross-functional flowcharts used to clarify job sharing and responsibility in processes. | When visualizing complex processes with multiple departments. | Clarifies roles and responsibilities in workflows. | Requires familiarity with diagramming techniques. |
Kotter’s 8-Step Change Model
Nadler-Tushman Congruence Model
McKinsey’s Seven Degrees of Freedom
Mintzberg’s 5Ps
COSO Framework
TOWS Matrix
Lewin’s Change Management
Standard for Portfolio Management
Change Management
Organizational Structures
Team Management Wheel
Greiner’s Growth Model
Deloitte Business Chemistry
Mullins’ Seven Domains
Galbraith Star Model
Swimlane Diagram
Organizational Structure Case Studies
Airbnb Organizational Structure
Facebook Organizational Structure
Google Organizational Structure
Tesla Organizational Structure
McDonald’s Organizational Structure
Walmart Organizational Structure
Microsoft Organizational Structure
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