H2W Operating System

Evaluates an organisation's internal strengths and weaknesses against external opportunities and threats to inform strategic decisions.

Analyses five competitive forces — rivalry, new entrants, substitutes, buyer power, and supplier power — to assess industry attractiveness and profitability.

Classifies business units or products into Stars, Cash Cows, Question Marks, and Dogs based on market growth and relative market share.

Maps four growth strategies — market penetration, market development, product development, and diversification — based on existing vs new products and markets.

Aligns seven interdependent elements — Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff — to drive organisational effectiveness.

Structures problems into categories that do not overlap (mutually exclusive) and together cover the entire problem space (collectively exhaustive).

Breaks a complex problem into progressively smaller, manageable sub-issues in a MECE hierarchy to identify root causes and solutions.

Identifies the vital few (20%) inputs, causes, or efforts that produce the majority (80%) of results, enabling focused prioritisation.

Iteratively asks "why?" five times to drill past symptoms and identify the fundamental root cause of a problem.

Starts with a testable hypothesis, then gathers evidence to prove or disprove it — accelerating time to insight vs open-ended exploration.

Structures communication by leading with the core message first, then grouping supporting arguments logically beneath using Logical Groups (similar statements connected by "AND") or Logical Chains (Situation → Comment → Resolution). Use Logical Groups when the audience agrees; use Logical Chains when you need to persuade through argumentation.

A line of argumentation that leads to a resolution: Situation (neutral, accepted fact) → Comment (introduces tension via "BUT" — what contradicts or challenges the situation) → Resolution (the "THUS" — a logical conclusion or recommendation). The core message should be diplomatic to minimise initial objections. Best used when the audience may disagree or needs to be persuaded.

The storyline is the backbone of a presentation — a hierarchical structure from title through chapters, sections, and individual slides derived from pyramid logic. The storyboard translates this into rough sketches: each sheet has an action title, a chart concept (business, conceptual, or text chart), and key data points. The result is a master file of handwritten charts before any PowerPoint is opened.

Distils complex findings into a concise, action-oriented summary with key findings, implications, and recommended next steps.

A quality check for logical groups in structured arguments. Statements must be Similar (consistent structure and level of detail), Exhaustive (cover all relevant points), Apt (precise and focused — no filler), and Linear (mutually exclusive areas without overlap).

Standard ways to slice a problem or topic into MECE groups: internal vs external, strengths vs weaknesses, short-term vs long-term, by region, by function, by business unit, or by the 4Ps (Product, Price, Place, Promotion). Choosing the right primary cut determines the structure of the entire argument.

Maps stakeholders by their level of power and interest to determine the right engagement strategy — manage closely, keep satisfied, keep informed, or monitor.

Clarifies roles and responsibilities for tasks and decisions — exactly one Accountable owner, clear Responsible parties, and defined communication channels.

Quantifies trust as a function of credibility, reliability, and intimacy divided by self-orientation — guides relationship-building with clients.

A structured, living document that drives proactive relationship management for strategic accounts. Built on four pillars: Account Profile (org structure, key contacts, buying process & budget cycles), Relationship Map (sponsor, champion, blocker, coach — updated at each touchpoint), Revenue Intelligence (history, active engagements, targets by service line), and Strategic Whitespace (open opportunities by department or service not yet unlocked). The CDP review cadence is agreed with the customer — monthly, bi-monthly, quarterly, or semi-annual depending on account revenue and strategic importance. Owned by the Account Manager; reviewed in every account management meeting.

Guides individuals through change by addressing five sequential elements — from building awareness of the need, to reinforcing new behaviours.