Concept 01Marketing & Brand
Purple Cow
Safe is risky. Build something so remarkable people talk about it.
Theory 01Foundations of Management
Scientific Management
Study and standardise work to raise efficiency.
Concept 02Marketing & Brand
Permission Marketing
Earn attention from people who opt in, rather than interrupting strangers.
Theory 02Foundations of Management
Administrative Theory
Management means planning, organising, commanding, coordinating and controlling, guided by 14 principles.
Concept 03Marketing & Brand
Tribes
People want to belong. Brands that lead a movement win loyalty.
Theory 03Foundations of Management
Human Relations / Hawthorne Effect
Attention and social factors drive productivity.
Concept 04Marketing & Brand
Positioning
Own one clear idea in the customer's mind.
Theory 04Foundations of Management
Systems Theory
An organisation is an open system of interdependent parts.
Concept 05Marketing & Brand
Start With Why / Golden Circle
People buy why you do something before they buy what you sell.
Theory 05Foundations of Management
Organisational Contingency Theory
There is no one best structure; the right one depends on the environment.
Concept 06Marketing & Brand
Made to Stick (SUCCESs)
Ideas stick when they are Simple, Unexpected, Concrete, Credible, Emotional, and told as Stories.
Theory 06Foundations of Management
Management by Objectives
Managers and employees jointly set measurable goals.
Concept 07Marketing & Brand
Contagious (STEPPS)
Six levers make things spread by word of mouth.
Theory 07Foundations of Management
Mintzberg's Managerial Roles
Managers play ten roles across interpersonal, informational and decisional work.
Concept 08Marketing & Brand
Lovemarks
The strongest brands earn both love and respect.
Theory 08Foundations of Management
McKinsey 7-S
Strategy, structure, systems, shared values, style, staff and skills must align.
Concept 09Marketing & Brand
Brand Archetypes
Brands borrow Jungian characters such as Hero, Rebel or Sage to create meaning.
Theory 09Foundations of Management
Stakeholder Theory
Firms create value for all stakeholders, not only shareholders.
Concept 10Marketing & Brand
1,000 True Fans
A creator needs only a small base of devoted fans, not mass reach.
Theory 10Motivation & People
Hierarchy of Needs
People satisfy basic needs before higher ones like esteem and self-actualisation.
Concept 11Marketing & Brand
Zero Moment of Truth
The purchase decision happens during online research, before the store.
Theory 11Motivation & People
Theory X & Theory Y
Leaders assume people either avoid work (X) or seek responsibility (Y), and that assumption shapes results.
Concept 12Marketing & Brand
Experience Economy
Staged experiences command higher prices than goods or services.
Theory 12Motivation & People
Two-Factor Theory
Hygiene factors prevent dissatisfaction; motivators create satisfaction.
Concept 13Strategy & Competition
Blue Ocean Strategy
Create uncontested market space instead of fighting rivals in a red ocean.
Theory 13Motivation & People
Need Theory
People are driven by achievement, affiliation or power.
Concept 14Strategy & Competition
Five Forces
Industry profitability is set by rivalry, new entrants, substitutes, buyers and suppliers.
Theory 14Motivation & People
Expectancy Theory
Motivation = expectancy × instrumentality × valence.
Concept 15Strategy & Competition
Value Chain
Competitive advantage lives in specific activities that add value.
Theory 15Motivation & People
Equity Theory
People compare their effort-to-reward ratio with others'.
Concept 16Strategy & Competition
Core Competence
Build the business on the few capabilities that are hard to copy.
Theory 16Motivation & People
Goal-Setting Theory
Specific, challenging goals with feedback lift performance.
Concept 17Strategy & Competition
Economic Moats
Durable advantages protect profits over time.
Theory 17Motivation & People
Self-Determination Theory / Drive
Autonomy, mastery and purpose beat carrots and sticks.
Concept 18Strategy & Competition
Hedgehog Concept
Focus where passion, being best in the world and your economic engine overlap.
Theory 18Motivation & People
Theory Z
Long-term employment, trust and collective decisions build commitment.
Concept 19Strategy & Competition
Flywheel Effect
Momentum builds from consistent pushes, not one big breakthrough.
Theory 19Motivation & People
Growth Mindset
Believing ability can be developed fuels learning and resilience.
Concept 20Strategy & Competition
BHAG
A Big Hairy Audacious Goal aligns and energises the organisation.
Theory 20Leadership Styles
Managerial Grid
Leadership balances concern for people and concern for results.
Concept 21Strategy & Competition
Growth-Share (BCG) Matrix
Stars, cash cows, question marks and dogs: allocate capital across the portfolio.
Theory 21Leadership Styles
Fiedler's Contingency Model
A leader's effectiveness depends on how well their style fits the situation.
Concept 22Strategy & Competition
Ansoff Matrix
Four growth paths: penetration, market development, product development, diversification.
Theory 22Leadership Styles
Situational Leadership
Adapt directing and supporting to each follower's readiness.
Concept 23Strategy & Competition
Category Design
Create and define a new category so you become its king.
Theory 23Leadership Styles
Path-Goal Theory
Leaders clear the path so followers can reach their goals.
Concept 24Strategy & Competition
Zero to One
Create something new that can become a monopoly, instead of copying and competing.
Theory 24Leadership Styles
Leader-Member Exchange (LMX)
The quality of each leader-follower relationship drives outcomes.
Concept 25Innovation & Growth
Disruptive Innovation
Simpler, cheaper offerings start at the low end and overturn incumbents.
Theory 25Leadership Styles
Transformational vs Transactional Leadership
Inspire change through vision, or manage through rewards and exchanges.
Concept 26Innovation & Growth
Jobs to Be Done
Customers "hire" products to make progress on a job.
Theory 26Leadership Styles
Servant Leadership
The leader's first job is to serve and grow others.
Concept 27Innovation & Growth
Diffusion of Innovations
Adoption moves from innovators and early adopters through to laggards.
Theory 27Leadership Styles
Level 5 Leadership
Great leaders combine personal humility with fierce resolve.
Concept 28Innovation & Growth
Crossing the Chasm
The hardest leap is from early adopters to the pragmatic mainstream.
Theory 28Leadership Styles
Authentic Leadership
Lead from your genuine values and self-awareness.
Concept 29Innovation & Growth
The Tipping Point
Small changes, connectors and stickiness trigger rapid spread.
Theory 29Leadership Styles
Adaptive Leadership
Distinguish technical problems from adaptive challenges that require people to change.
Concept 30Innovation & Growth
Hype Cycle
New technology passes through inflated expectations and disillusionment before productivity.
Theory 30Leadership Styles
Emotional Intelligence & Six Leadership Styles
EQ drives leadership; switch between coercive, authoritative, affiliative, democratic, pacesetting and coaching styles.
Concept 31Innovation & Growth
Reverse Innovation
Products built for emerging markets flow back to rich markets.
Theory 31Leadership Styles
Multipliers
Some leaders amplify their team's intelligence; others diminish it.
Concept 32Innovation & Growth
Jugaad / Frugal Innovation
Do more with less through flexible, resourceful problem-solving.
Theory 32Teams & Culture
Stages of Group Development
Teams move through forming, storming, norming and performing.
Concept 33Innovation & Growth
Bottom of the Pyramid
The world's poorest billions are a profitable, underserved market.
Theory 33Teams & Culture
Team Roles
Effective teams need a balance of nine behavioural roles.
Concept 34Innovation & Growth
The Long Tail
Digital shelves make niche products collectively as valuable as hits.
Theory 34Teams & Culture
Five Dysfunctions of a Team
Trust underpins conflict, commitment, accountability and results.
Concept 35Innovation & Growth
Freemium / Free
Give the core away and monetise a paying minority.
Theory 35Teams & Culture
Psychological Safety
Teams learn when people feel safe to speak up and fail.
Concept 36Innovation & Growth
Razor-and-Blades
Sell the base cheaply and profit on the refills.
Theory 36Teams & Culture
Organisational Culture Model
Culture has three layers: artefacts, espoused values and underlying assumptions.
Concept 37Startups & Digital
Lean Startup / MVP
Build, measure, learn, using a minimum viable product.
Theory 37Teams & Culture
Radical Candor
Care personally while challenging directly.
Concept 38Startups & Digital
Customer Development
Get out of the building and validate customers before scaling.
Theory 38Teams & Culture
Johari Window
Feedback and self-disclosure widen what is known about oneself.
Concept 39Startups & Digital
Business Model Canvas
Map any business model on one page with nine blocks.
Theory 39Change & Learning
Unfreeze–Change–Refreeze
Change means breaking old patterns, moving, then stabilising.
Concept 40Startups & Digital
Network Effects / Metcalfe's Law
A network becomes more valuable with each user it adds.
Theory 40Change & Learning
8-Step Change Model
Change starts with urgency and ends with anchoring it in culture.
Concept 41Startups & Digital
Platform Revolution
Platforms orchestrate two-sided markets instead of owning inventory.
Theory 41Change & Learning
ADKAR
Individuals change through Awareness, Desire, Knowledge, Ability and Reinforcement.
Concept 42Startups & Digital
Aggregation Theory
Whoever owns the user relationship controls the suppliers.
Theory 42Change & Learning
The Learning Organisation
Five disciplines, led by systems thinking, help organisations learn.
Concept 43Startups & Digital
Growth Hacking
Use rapid, data-driven experiments across product and marketing for growth.
Theory 43Change & Learning
Double-Loop Learning
Question the assumptions behind a problem, not just the actions.
Concept 44Startups & Digital
AARRR Pirate Metrics
Track Acquisition, Activation, Retention, Referral and Revenue.
Theory 44Change & Learning
Cynefin Framework
Match decision style to whether the context is clear, complicated, complex or chaotic.
Concept 45Startups & Digital
Hooked Model
Trigger, action, variable reward and investment build habit-forming products.
Theory 45Performance & Execution
Total Quality Management
Quality comes from systems and continuous improvement.
Concept 46Customers, Behaviour & Risk
Net Promoter Score
One question, "Would you recommend us?", predicts growth.
Theory 46Performance & Execution
Lean / Toyota Production System
Eliminate waste, practise kaizen and respect people.
Concept 47Customers, Behaviour & Risk
Nudge
Small changes to the choice setting steer behaviour without forcing it.
Theory 47Performance & Execution
Six Sigma
Cut process variation to near-zero defects using DMAIC.
Concept 48Customers, Behaviour & Risk
Paradox of Choice
Too many options paralyse buyers and reduce satisfaction.
Theory 48Performance & Execution
Theory of Constraints
A system's output is limited by its bottleneck, so fix that first.
Concept 49Customers, Behaviour & Risk
Black Swan
Rare, unpredictable events shape markets far more than forecasts admit.
Theory 49Performance & Execution
Balanced Scorecard
Measure financial, customer, process and learning perspectives together.
Concept 50Customers, Behaviour & Risk
Antifragile
Build systems that gain from shocks, not just survive them.
Theory 50Performance & Execution
OKRs
Ambitious Objectives paired with measurable Key Results.
Concept 01Marketing & Brand
Purple Cow
Safe is risky. Build something so remarkable people talk about it.
Theory 01Foundations of Management
Scientific Management
Study and standardise work to raise efficiency.
Concept 02Marketing & Brand
Permission Marketing
Earn attention from people who opt in, rather than interrupting strangers.
Theory 02Foundations of Management
Administrative Theory
Management means planning, organising, commanding, coordinating and controlling, guided by 14 principles.
Concept 03Marketing & Brand
Tribes
People want to belong. Brands that lead a movement win loyalty.
Theory 03Foundations of Management
Human Relations / Hawthorne Effect
Attention and social factors drive productivity.
Concept 04Marketing & Brand
Positioning
Own one clear idea in the customer's mind.
Theory 04Foundations of Management
Systems Theory
An organisation is an open system of interdependent parts.
Concept 05Marketing & Brand
Start With Why / Golden Circle
People buy why you do something before they buy what you sell.
Theory 05Foundations of Management
Organisational Contingency Theory
There is no one best structure; the right one depends on the environment.
Concept 06Marketing & Brand
Made to Stick (SUCCESs)
Ideas stick when they are Simple, Unexpected, Concrete, Credible, Emotional, and told as Stories.
Theory 06Foundations of Management
Management by Objectives
Managers and employees jointly set measurable goals.
Concept 07Marketing & Brand
Contagious (STEPPS)
Six levers make things spread by word of mouth.
Theory 07Foundations of Management
Mintzberg's Managerial Roles
Managers play ten roles across interpersonal, informational and decisional work.
Concept 08Marketing & Brand
Lovemarks
The strongest brands earn both love and respect.
Theory 08Foundations of Management
McKinsey 7-S
Strategy, structure, systems, shared values, style, staff and skills must align.
Concept 09Marketing & Brand
Brand Archetypes
Brands borrow Jungian characters such as Hero, Rebel or Sage to create meaning.
Theory 09Foundations of Management
Stakeholder Theory
Firms create value for all stakeholders, not only shareholders.
Concept 10Marketing & Brand
1,000 True Fans
A creator needs only a small base of devoted fans, not mass reach.
Theory 10Motivation & People
Hierarchy of Needs
People satisfy basic needs before higher ones like esteem and self-actualisation.
Concept 11Marketing & Brand
Zero Moment of Truth
The purchase decision happens during online research, before the store.
Theory 11Motivation & People
Theory X & Theory Y
Leaders assume people either avoid work (X) or seek responsibility (Y), and that assumption shapes results.
Concept 12Marketing & Brand
Experience Economy
Staged experiences command higher prices than goods or services.
Theory 12Motivation & People
Two-Factor Theory
Hygiene factors prevent dissatisfaction; motivators create satisfaction.
Concept 13Strategy & Competition
Blue Ocean Strategy
Create uncontested market space instead of fighting rivals in a red ocean.
Theory 13Motivation & People
Need Theory
People are driven by achievement, affiliation or power.
Concept 14Strategy & Competition
Five Forces
Industry profitability is set by rivalry, new entrants, substitutes, buyers and suppliers.
Theory 14Motivation & People
Expectancy Theory
Motivation = expectancy × instrumentality × valence.
Concept 15Strategy & Competition
Value Chain
Competitive advantage lives in specific activities that add value.
Theory 15Motivation & People
Equity Theory
People compare their effort-to-reward ratio with others'.
Concept 16Strategy & Competition
Core Competence
Build the business on the few capabilities that are hard to copy.
Theory 16Motivation & People
Goal-Setting Theory
Specific, challenging goals with feedback lift performance.
Concept 17Strategy & Competition
Economic Moats
Durable advantages protect profits over time.
Theory 17Motivation & People
Self-Determination Theory / Drive
Autonomy, mastery and purpose beat carrots and sticks.
Concept 18Strategy & Competition
Hedgehog Concept
Focus where passion, being best in the world and your economic engine overlap.
Theory 18Motivation & People
Theory Z
Long-term employment, trust and collective decisions build commitment.
Concept 19Strategy & Competition
Flywheel Effect
Momentum builds from consistent pushes, not one big breakthrough.
Theory 19Motivation & People
Growth Mindset
Believing ability can be developed fuels learning and resilience.
Concept 20Strategy & Competition
BHAG
A Big Hairy Audacious Goal aligns and energises the organisation.
Theory 20Leadership Styles
Managerial Grid
Leadership balances concern for people and concern for results.
Concept 21Strategy & Competition
Growth-Share (BCG) Matrix
Stars, cash cows, question marks and dogs: allocate capital across the portfolio.
Theory 21Leadership Styles
Fiedler's Contingency Model
A leader's effectiveness depends on how well their style fits the situation.
Concept 22Strategy & Competition
Ansoff Matrix
Four growth paths: penetration, market development, product development, diversification.
Theory 22Leadership Styles
Situational Leadership
Adapt directing and supporting to each follower's readiness.
Concept 23Strategy & Competition
Category Design
Create and define a new category so you become its king.
Theory 23Leadership Styles
Path-Goal Theory
Leaders clear the path so followers can reach their goals.
Concept 24Strategy & Competition
Zero to One
Create something new that can become a monopoly, instead of copying and competing.
Theory 24Leadership Styles
Leader-Member Exchange (LMX)
The quality of each leader-follower relationship drives outcomes.
Concept 25Innovation & Growth
Disruptive Innovation
Simpler, cheaper offerings start at the low end and overturn incumbents.
Theory 25Leadership Styles
Transformational vs Transactional Leadership
Inspire change through vision, or manage through rewards and exchanges.
Concept 26Innovation & Growth
Jobs to Be Done
Customers "hire" products to make progress on a job.
Theory 26Leadership Styles
Servant Leadership
The leader's first job is to serve and grow others.
Concept 27Innovation & Growth
Diffusion of Innovations
Adoption moves from innovators and early adopters through to laggards.
Theory 27Leadership Styles
Level 5 Leadership
Great leaders combine personal humility with fierce resolve.
Concept 28Innovation & Growth
Crossing the Chasm
The hardest leap is from early adopters to the pragmatic mainstream.
Theory 28Leadership Styles
Authentic Leadership
Lead from your genuine values and self-awareness.
Concept 29Innovation & Growth
The Tipping Point
Small changes, connectors and stickiness trigger rapid spread.
Theory 29Leadership Styles
Adaptive Leadership
Distinguish technical problems from adaptive challenges that require people to change.
Concept 30Innovation & Growth
Hype Cycle
New technology passes through inflated expectations and disillusionment before productivity.
Theory 30Leadership Styles
Emotional Intelligence & Six Leadership Styles
EQ drives leadership; switch between coercive, authoritative, affiliative, democratic, pacesetting and coaching styles.
Concept 31Innovation & Growth
Reverse Innovation
Products built for emerging markets flow back to rich markets.
Theory 31Leadership Styles
Multipliers
Some leaders amplify their team's intelligence; others diminish it.
Concept 32Innovation & Growth
Jugaad / Frugal Innovation
Do more with less through flexible, resourceful problem-solving.
Theory 32Teams & Culture
Stages of Group Development
Teams move through forming, storming, norming and performing.
Concept 33Innovation & Growth
Bottom of the Pyramid
The world's poorest billions are a profitable, underserved market.
Theory 33Teams & Culture
Team Roles
Effective teams need a balance of nine behavioural roles.
Concept 34Innovation & Growth
The Long Tail
Digital shelves make niche products collectively as valuable as hits.
Theory 34Teams & Culture
Five Dysfunctions of a Team
Trust underpins conflict, commitment, accountability and results.
Concept 35Innovation & Growth
Freemium / Free
Give the core away and monetise a paying minority.
Theory 35Teams & Culture
Psychological Safety
Teams learn when people feel safe to speak up and fail.
Concept 36Innovation & Growth
Razor-and-Blades
Sell the base cheaply and profit on the refills.
Theory 36Teams & Culture
Organisational Culture Model
Culture has three layers: artefacts, espoused values and underlying assumptions.
Concept 37Startups & Digital
Lean Startup / MVP
Build, measure, learn, using a minimum viable product.
Theory 37Teams & Culture
Radical Candor
Care personally while challenging directly.
Concept 38Startups & Digital
Customer Development
Get out of the building and validate customers before scaling.
Theory 38Teams & Culture
Johari Window
Feedback and self-disclosure widen what is known about oneself.
Concept 39Startups & Digital
Business Model Canvas
Map any business model on one page with nine blocks.
Theory 39Change & Learning
Unfreeze–Change–Refreeze
Change means breaking old patterns, moving, then stabilising.
Concept 40Startups & Digital
Network Effects / Metcalfe's Law
A network becomes more valuable with each user it adds.
Theory 40Change & Learning
8-Step Change Model
Change starts with urgency and ends with anchoring it in culture.
Concept 41Startups & Digital
Platform Revolution
Platforms orchestrate two-sided markets instead of owning inventory.
Theory 41Change & Learning
ADKAR
Individuals change through Awareness, Desire, Knowledge, Ability and Reinforcement.
Concept 42Startups & Digital
Aggregation Theory
Whoever owns the user relationship controls the suppliers.
Theory 42Change & Learning
The Learning Organisation
Five disciplines, led by systems thinking, help organisations learn.
Concept 43Startups & Digital
Growth Hacking
Use rapid, data-driven experiments across product and marketing for growth.
Theory 43Change & Learning
Double-Loop Learning
Question the assumptions behind a problem, not just the actions.
Concept 44Startups & Digital
AARRR Pirate Metrics
Track Acquisition, Activation, Retention, Referral and Revenue.
Theory 44Change & Learning
Cynefin Framework
Match decision style to whether the context is clear, complicated, complex or chaotic.
Concept 45Startups & Digital
Hooked Model
Trigger, action, variable reward and investment build habit-forming products.
Theory 45Performance & Execution
Total Quality Management
Quality comes from systems and continuous improvement.
Concept 46Customers, Behaviour & Risk
Net Promoter Score
One question, "Would you recommend us?", predicts growth.
Theory 46Performance & Execution
Lean / Toyota Production System
Eliminate waste, practise kaizen and respect people.
Concept 47Customers, Behaviour & Risk
Nudge
Small changes to the choice setting steer behaviour without forcing it.
Theory 47Performance & Execution
Six Sigma
Cut process variation to near-zero defects using DMAIC.
Concept 48Customers, Behaviour & Risk
Paradox of Choice
Too many options paralyse buyers and reduce satisfaction.
Theory 48Performance & Execution
Theory of Constraints
A system's output is limited by its bottleneck, so fix that first.
Concept 49Customers, Behaviour & Risk
Black Swan
Rare, unpredictable events shape markets far more than forecasts admit.
Theory 49Performance & Execution
Balanced Scorecard
Measure financial, customer, process and learning perspectives together.
Concept 50Customers, Behaviour & Risk
Antifragile
Build systems that gain from shocks, not just survive them.
Theory 50Performance & Execution
OKRs
Ambitious Objectives paired with measurable Key Results.
#1 RANKED