Every organization framework in one public directory, scored against the twelve cells under one rule: a framework loads a cell when it prescribes a design choice there or supplies a diagnostic that measures it. Mentioning does not count. The result is a map of what the existing literature covers and the cells it leaves to you, which is where the shapes and the fit sheet start.
One row per cell, 210 frameworks, at most four cells each. The bar is the share of the directory that loads the cell. The examples are the frameworks the library already carries or the strongest sources, not a ranking.
Each of these is regenerated from the data on every build. If a rescore changes the numbers, the sentences change with them.
One of 210 frameworks loads Composition: Cynefin Framework. The cell asks what work exists and who holds it, decomposed by task or judgment type and assigned to a carrier. The literature names teams and roles, which is Structure, 61 times, and decision rights, which is Authority, 68 times. The question an agent in the loop raises first is the one the literature answers least.
49 frameworks load no cell and describe a condition a shape depends on instead: 18 of 20 in Leadership and Management Style Frameworks, 14 of 14 in Organizational Culture and Climate Frameworks, and 11 of 20 in Team Effectiveness and Collaboration Frameworks. They are scored as preconditions, which is the field on every shape page, not as designs. A further twenty-one load no cell and describe no precondition; they sit outside the canvas, which is a finding about the canvas, not about them.
The three frameworks closest to this one, Team Topologies, Socio-Technical Systems Theory, and Conway's Law, all load Structure and Coordination, and some adds Flow. None of the three loads Composition, Evidence, and Mastery, the three cells that go blank first when an agent enters a workflow.
Filter by category or band, search by name or originator, and click a column heading to sort. Every row links to a page that says what the framework loads and what it leaves to you.
| Describes shape | ||||
|---|---|---|---|---|
| Ambidextrous Organization Model (O'Reilly-Tushman)Charles O'Reilly and Michael Tushman, 2004 | Enterprise Organization Design and Operating-Model Frameworks | 03 Structure06 Resources02 Authority12 Incentives | Primary | |
| Ashridge POLISM / Operating Model CanvasAndrew Campbell, Mikel Gutierrez, and Mark Lancelott (Ashridge Strategic Management Centre), 2017 | Enterprise Organization Design and Operating-Model Frameworks | 03 Structure02 Authority06 Resources12 Incentives | Primary | |
| Burke-Litwin Model of Organizational Performance and ChangeW. Warner Burke and George H. Litwin, 1992 | Enterprise Organization Design and Operating-Model Frameworks | 05 Strategy03 Structure07 Flow | Primary | |
| Deloitte Organization Design Framework (Eight Dimensions)Deloitte | Enterprise Organization Design and Operating-Model Frameworks | 03 Structure02 Authority07 Flow12 Incentives | Advisory | |
| Galbraith Star ModelJay Galbraith, 1995 | Enterprise Organization Design and Operating-Model Frameworks | 03 Structure07 Flow12 Incentives11 Mastery | Primary | |
| Goold and Campbell Nine Tests of Good Organization DesignMichael Goold and Andrew Campbell, 2002 | Enterprise Organization Design and Operating-Model Frameworks | 03 Structure02 Authority05 Strategy | Primary | |
| HolacracyBrian Robertson (HolacracyOne), 2007 | Enterprise Organization Design and Operating-Model Frameworks | 02 Authority03 Structure09 Coordination08 Learning | Primary | |
| Kates-Kesler Five Milestone Design ProcessAmy Kates and Greg Kesler, 2011 | Enterprise Organization Design and Operating-Model Frameworks | Outside the canvas | Primary | |
| Lawrence and Lorsch Differentiation-Integration ModelPaul R. Lawrence and Jay W. Lorsch, 1967 | Enterprise Organization Design and Operating-Model Frameworks | 03 Structure09 Coordination | Primary | |
| McKinsey 7S FrameworkMcKinsey and Company (Robert Waterman, Tom Peters, Julien Phillips), 1980 | Enterprise Organization Design and Operating-Model Frameworks | 03 Structure05 Strategy06 Resources07 Flow | Advisory | |
| McKinsey Organizational Health Index (OHI)McKinsey and Company (Scott Keller and Bill Schaninger), 2011 | Enterprise Organization Design and Operating-Model Frameworks | 01 Purpose02 Authority09 Coordination08 Learning | Advisory | |
| Mintzberg Organizational ConfigurationsHenry Mintzberg, 1979 | Enterprise Organization Design and Operating-Model Frameworks | 03 Structure09 Coordination02 Authority07 Flow | Primary | |
| MIT CISR Operating Model Quadrants (Coordination, Unification, Diversification, Replication)Jeanne W. Ross, Peter Weill, and David C. Robertson (MIT Center for Information Systems Research), 2006 | Enterprise Organization Design and Operating-Model Frameworks | 03 Structure02 Authority09 Coordination06 Resources | Primary | |
| Nadler-Tushman Congruence ModelDavid Nadler and Michael Tushman, 1980 | Enterprise Organization Design and Operating-Model Frameworks | 03 Structure07 Flow | Primary | |
| Organizational Network Analysis (ONA)Jacob Moreno (sociometry origin); diffuse modern practice | Enterprise Organization Design and Operating-Model Frameworks | 09 Coordination07 Flow | Soft | |
| Service Operating Model Skills (SOMS) FrameworkCambridge Service Alliance (University of Cambridge) | Enterprise Organization Design and Operating-Model Frameworks | 11 Mastery06 Resources10 Evidence08 Learning | Primary | |
| Socio-Technical Systems TheoryEric Trist and Ken Bamforth (Tavistock Institute), 1951 | Enterprise Organization Design and Operating-Model Frameworks | 03 Structure07 Flow09 Coordination | Primary | |
| Target Operating Model (TOM) frameworks (as-is / to-be operating model)Diffuse practitioner origin; no single author | Enterprise Organization Design and Operating-Model Frameworks | 03 Structure02 Authority07 Flow12 Incentives | Soft | |
| Weisbord Six-Box ModelMarvin Weisbord, 1976 | Enterprise Organization Design and Operating-Model Frameworks | 01 Purpose03 Structure09 Coordination12 Incentives | Primary | |
| Center led hub and spoke model1990s | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination12 Incentives | Soft | |
| Customer segment led organization structure1960s | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination12 Incentives | Soft | |
| Divisional (M-form) StructureAlfred D. Chandler Jr., 1962 | Structural Archetypes and Organization Forms | 03 Structure02 Authority06 Resources12 Incentives | Primary | |
| Ecosystem / keystone organization modelMarco Iansiti and Roy Levien, 2004 | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination05 Strategy | Primary | |
| Front back (front office / back office) model1990s | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination12 Incentives | Soft | |
| Functional Organization StructureDiffuse origin; influenced by Henri Fayol and Frederick W. Taylor | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination07 Flow | Soft | |
| Holonic organizationArthur Koestler; holonic manufacturing systems researchers including Herman Van Brussel, 1967 | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination08 Learning | Primary | |
| Lean value stream organizationJames Womack and Daniel Jones; Mike Rother and John Shook, 1996 | Structural Archetypes and Organization Forms | 07 Flow03 Structure08 Learning09 Coordination | Primary | |
| Matrix organization structure1960s | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination12 Incentives | Soft | |
| Modular organization1990s | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination12 Incentives | Soft | |
| Multi dimensional organization (product x region x segment)1990s | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination12 Incentives | Soft | |
| Network organization modelWalter Powell, Josef Jarillo, Raymond Miles and others, 1988 | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination12 Incentives | Primary | |
| Platform organization model (multi sided platform)Jean-Charles Rochet and Jean Tirole; Geoffrey Parker, Marshall Van Alstyne and Sangeet Paul Choudary, 2016 | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination10 Evidence | Primary | |
| Process based organization1990s | Structural Archetypes and Organization Forms | 07 Flow02 Authority08 Learning12 Incentives | Soft | |
| Project based organization1950s | Structural Archetypes and Organization Forms | 03 Structure02 Authority05 Strategy10 Evidence | Soft | |
| Shared services organization model1990s | Structural Archetypes and Organization Forms | 03 Structure09 Coordination10 Evidence08 Learning | Soft | The Capability Center |
| Team based organizationEric Trist and Ken Bamforth, Jon Katzenbach and Douglas Smith, 1950s | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination08 Learning | Soft | |
| Value chain aligned organization modelMichael Porter, 1985 | Structural Archetypes and Organization Forms | 03 Structure07 Flow02 Authority12 Incentives | Primary | |
| Virtual organizationWilliam Davidow and Michael Malone, 1992 | Structural Archetypes and Organization Forms | 03 Structure02 Authority09 Coordination12 Incentives | Primary | |
| Ashridge Mission ModelAndrew Campbell and Sally Yeung (Ashridge Strategic Management Centre), 1991 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 01 Purpose05 Strategy12 Incentives | Primary | |
| Bain Founder's Mentality FrameworkChris Zook & James Allen (Bain & Company), 2016 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 01 Purpose02 Authority12 Incentives07 Flow | Advisory | |
| Bain Profit from the Core ModelChris Zook & James Allen (Bain & Company), 2001 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 05 Strategy06 Resources08 Learning | Advisory | |
| BCG growth share matrixBruce Henderson, Boston Consulting Group, c. 1970 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 05 Strategy06 Resources | Advisory | |
| GE McKinsey nine box portfolio matrixMcKinsey and Company and General Electric, c. 1970 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 05 Strategy06 Resources | Advisory | |
| Goold and Campbell corporate level strategy / control matrixMichael Goold and Andrew Campbell, 1987 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 02 Authority03 Structure05 Strategy06 Resources | Primary | |
| Goold and Campbell parenting advantage frameworkMichael Goold and Andrew Campbell, 1994 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 05 Strategy06 Resources02 Authority | Primary | |
| Hamel & Prahalad Core Competence FrameworkGary Hamel & C.K. Prahalad, 1990 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 05 Strategy03 Structure06 Resources | Primary | |
| McKinsey Corporate-Center Roles Typology (Operator, Strategist, Portfolio Manager, etc.)McKinsey & Company, 2010 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 02 Authority03 Structure06 Resources | Soft | |
| McKinsey Three Horizons / Horizon ModelMcKinsey & Company (Baghai, Coley, White), 1999 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 05 Strategy06 Resources08 Learning | Advisory | |
| McKinsey Value-Based Management FrameworkMcKinsey & Company, 1994 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 05 Strategy06 Resources12 Incentives08 Learning | Advisory | |
| Miles & Snow Strategy Types (Prospector, Defender, Analyzer, Reactor)Raymond Miles & Charles Snow, 1978 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 05 Strategy03 Structure02 Authority12 Incentives | Primary | |
| Porter Generic Strategies (Cost Leadership, Differentiation, Focus)Michael Porter, 1980 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | Outside the canvas | Primary | |
| Porter Value ChainMichael Porter, 1985 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 07 Flow03 Structure06 Resources | Primary | |
| Rumelt Strategy-Structure TypologyRichard Rumelt, 1974 | Corporate-Center, Portfolio and Parenting Advantage Frameworks | 03 Structure02 Authority05 Strategy06 Resources | Primary | |
| Agile/iterative change management frameworks (e.g., Agile Change Model)No single author; composite practitioner methods, 2010s | Change Management and Transformation Frameworks | 07 Flow08 Learning09 Coordination | Soft | |
| Beckhard-Harris Change FormulaRichard Beckhard and Reuben Harris, 1977 | Change Management and Transformation Frameworks | Outside the canvas | Primary | |
| Beer-Nohria Theory E vs Theory OMichael Beer and Nitin Nohria, 2000 | Change Management and Transformation Frameworks | Outside the canvas | Primary | |
| Bridges Transition ModelWilliam Bridges, 1991 | Change Management and Transformation Frameworks | Outside the canvas | Primary | |
| Deming PDCA CycleW. Edwards Deming, 1950s | Change Management and Transformation Frameworks | 08 Learning07 Flow | Primary | |
| Hiatt Change Sponsorship ModelJeff Hiatt / Prosci, 2006 | Change Management and Transformation Frameworks | 02 Authority | Advisory | |
| Jick Ten-Step Change ModelTodd Jick, 1991 | Change Management and Transformation Frameworks | Outside the canvas | Primary | |
| Kaizen continuous improvement modelMasaaki Imai, 1986 | Change Management and Transformation Frameworks | 08 Learning07 Flow | Primary | |
| Kotter & Schlesinger Six Methods for Managing ResistanceJohn Kotter and Leonard Schlesinger, 1979 | Change Management and Transformation Frameworks | Outside the canvas | Primary | |
| Kotter 8-Step Change ModelJohn Kotter, 1996 | Change Management and Transformation Frameworks | Outside the canvas | Primary | |
| Kübler-Ross Change CurveElisabeth Kübler-Ross, 1969 | Change Management and Transformation Frameworks | Outside the canvas | Primary | |
| Lewin Three-Stage Change Model (Unfreeze-Change-Refreeze)Kurt Lewin, 1947 | Change Management and Transformation Frameworks | Outside the canvas | Primary | |
| Maurer Three Levels of Resistance ModelRick Maurer, 1996 | Change Management and Transformation Frameworks | Outside the canvas | Primary | |
| McKinsey Influence Model of ChangeMcKinsey & Company, 2003 | Change Management and Transformation Frameworks | Outside the canvas | Advisory | |
| McKinsey Transformation Health Index / change-readiness diagnosticsMcKinsey & Company, 2010s | Change Management and Transformation Frameworks | 10 Evidence02 Authority09 Coordination | Advisory | |
| McKinsey Transformation Office / Wave-Based Transformation ModelPractice-derived; commonly associated with McKinsey & Company, 2010 | Change Management and Transformation Frameworks | 02 Authority03 Structure06 Resources | Soft | |
| Nudge Theory of ChangeRichard Thaler & Cass Sunstein, 2008 | Change Management and Transformation Frameworks | Outside the canvas | Primary | |
| Prosci ADKAR Model (Awareness, Desire, Knowledge, Ability, Reinforcement)Jeff Hiatt / Prosci, 2006 | Change Management and Transformation Frameworks | Outside the canvas | Advisory | |
| Satir Change ModelVirginia Satir (adapted for organizations by later practitioners), 1991 | Change Management and Transformation Frameworks | Outside the canvas | Soft | |
| Stace-Dunphy Contingency Model of ChangeDexter Dunphy and Doug Stace, 1990 | Change Management and Transformation Frameworks | Outside the canvas | Primary | |
| Barrett Values Centre Seven Levels of Consciousness ModelRichard Barrett, 1998 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Competing Values Framework (Cameron-Quinn)Kim Cameron and Robert Quinn, 1999 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Deal & Kennedy Corporate Culture TypesTerrence Deal and Allan Kennedy, 1982 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Denison Organizational Culture ModelDaniel Denison, 1990 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Goffee & Jones Sociability-Solidarity Culture FrameworkRob Goffee and Gareth Jones, 1996 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Handy Cultural Types (Power, Role, Task, Person)Charles Handy, 1978 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Harrison Organizational Culture Questionnaire frameworkRoger Harrison and Herb Stokes, 1972 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Hofstede Cultural DimensionsGeert Hofstede, 1980 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Kotter-Heskett Culture-Performance ModelJohn Kotter and James Heskett, 1992 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| O'Reilly-Chatman Organizational Culture Profile (OCP)Charles O'Reilly, Jennifer Chatman, and David Caldwell, 1991 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Peters-Waterman "In Search of Excellence" culture/excellence frameworkTom Peters and Robert Waterman, 1982 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Schein Three Levels of Organizational CultureEdgar Schein, 1985 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Schneider Culture ModelWilliam Schneider, 1994 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Trompenaars Seven Dimensions of CultureFons Trompenaars and Charles Hampden-Turner, 1993 | Organizational Culture and Climate Frameworks | Precondition on shapes | Primary | |
| Adaptive Leadership framework (Heifetz)Ronald Heifetz, 1994 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Authentic Leadership modelBill George; Bruce Avolio and William Gardner, 2003 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Blake-Mouton Managerial GridRobert Blake and Jane Mouton, 1964 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Charismatic Leadership theoryMax Weber; House (1977); Conger and Kanungo, 1977 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Fiedler Contingency Model of LeadershipFred Fiedler, 1967 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| French & Raven Five Bases of PowerJohn French and Bertram Raven, 1959 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Goleman Six Leadership StylesDaniel Goleman, 2000 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Hersey-Blanchard Situational Leadership ModelPaul Hersey and Ken Blanchard, 1969 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| House Path-Goal Theory of LeadershipRobert House, 1971 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Kouzes-Posner Five Practices of Exemplary LeadershipJames Kouzes and Barry Posner, 1987 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Leader-Member Exchange (LMX) theoryGeorge Graen and colleagues (Dansereau, Graen, and Haga); Mary Uhl-Bien joined the program later, 1975 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Level 5 Leadership (Jim Collins)Jim Collins, 2001 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| McGregor Theory X and Theory YDouglas McGregor, 1960 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Resonant Leadership modelRichard Boyatzis and Annie McKee, 2005 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Servant Leadership framework (Greenleaf)Robert K. Greenleaf, 1970 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Shared / distributed leadership frameworksPearce and Conger; also Gronn, Spillane, and Uhl-Bien, 2003 | Leadership and Management Style Frameworks | 02 Authority | Primary | |
| Situational Leadership IIKen Blanchard, 1985 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Tannenbaum-Schmidt Leadership ContinuumRobert Tannenbaum and Warren Schmidt, 1958 | Leadership and Management Style Frameworks | 02 Authority | Primary | |
| Transformational vs Transactional Leadership FrameworkJames MacGregor Burns and Bernard Bass, 1978 | Leadership and Management Style Frameworks | Precondition on shapes | Primary | |
| Vroom-Yetton-Jago Decision ModelVictor Vroom, Philip Yetton, and Arthur Jago, 1973 | Leadership and Management Style Frameworks | 02 Authority | Primary | |
| Belbin Team RolesMeredith Belbin, 1981 | Team Effectiveness and Collaboration Frameworks | Precondition on shapes | Primary | |
| Brooks' LawFrederick P. Brooks Jr., 1975 | Team Effectiveness and Collaboration Frameworks | 06 Resources09 Coordination | Primary | |
| Conway's LawMelvin Conway, 1968 | Team Effectiveness and Collaboration Frameworks | 03 Structure09 Coordination | Primary | |
| DACI decision-making frameworkunclear origin; in use since at least the 1990s, 1990s | Team Effectiveness and Collaboration Frameworks | 02 Authority09 Coordination | Soft | |
| Drexler-Sibbet Team Performance ModelAllan Drexler and David Sibbet; The Grove Consultants International, c. 1990 | Team Effectiveness and Collaboration Frameworks | 01 Purpose02 Authority07 Flow | Advisory | |
| FIRO-B interpersonal needs model for teamsWilliam Schutz, 1958 | Team Effectiveness and Collaboration Frameworks | Precondition on shapes | Primary | |
| GRPI Model (Goals, Roles, Processes, Interpersonal Relationships)attributed to Richard Beckhard; also credited to Rubin, Plovnick, and Fry, c. 1972 | Team Effectiveness and Collaboration Frameworks | 01 Purpose02 Authority07 Flow | Soft | |
| Hackman Five Conditions for Team EffectivenessJ. Richard Hackman, 2002 | Team Effectiveness and Collaboration Frameworks | 03 Structure01 Purpose | Primary | |
| High-performing leadership team architecture (top-team design blueprints)Unknown | Team Effectiveness and Collaboration Frameworks | 02 Authority03 Structure09 Coordination08 Learning | Soft | |
| Katzenbach-Smith High-Performing Teams frameworkJon Katzenbach and Douglas Smith, 1993 | Team Effectiveness and Collaboration Frameworks | 01 Purpose03 Structure02 Authority | Primary | |
| LaFasto-Larsen Five Dynamics of Teamwork and CollaborationFrank LaFasto and Carl Larson, 1989 | Team Effectiveness and Collaboration Frameworks | 02 Authority07 Flow12 Incentives | Primary | |
| Lencioni Five Dysfunctions of a Team modelPatrick Lencioni, 2002 | Team Effectiveness and Collaboration Frameworks | Precondition on shapes | Primary | |
| Liberating Structures facilitation frameworkHenri Lipmanowicz and Keith McCandless, 2014 | Team Effectiveness and Collaboration Frameworks | Outside the canvas | Primary | |
| MoSCoW prioritizationattributed to Dai Clegg; formalized within the DSDM Consortium method, c. 1994 | Team Effectiveness and Collaboration Frameworks | 05 Strategy | Soft | |
| Psychological Safety framework (Edmondson)Amy Edmondson, 1999 | Team Effectiveness and Collaboration Frameworks | Precondition on shapes | Primary | |
| Scaled collaboration models (Communities of Practice, chapters, guilds)Lave and Wenger; Wenger, McDermott, and Snyder; Spotify's Kniberg and Ivarsson for chapters and guilds, 1991 | Team Effectiveness and Collaboration Frameworks | 03 Structure09 Coordination | Soft | |
| Social Network Analysis for teamsroots in Moreno (1930s); organizational application popularized by Rob Cross and Andrew Parker, 2004 | Team Effectiveness and Collaboration Frameworks | 09 Coordination | Primary | |
| Team TopologiesMatthew Skelton and Manuel Pais, 2019 | Team Effectiveness and Collaboration Frameworks | 03 Structure09 Coordination07 Flow | Primary | |
| Tuckman Stages of Group Development (Forming-Storming-Norming-Performing)Bruce Tuckman; Tuckman and Jensen added Adjourning, 1965 | Team Effectiveness and Collaboration Frameworks | Precondition on shapes | Primary | |
| Virtual team effectiveness frameworkscomposite, synthesized from organization design, social psychology, and remote work literature since the 1990s, 1990s | Team Effectiveness and Collaboration Frameworks | 01 Purpose02 Authority07 Flow09 Coordination | Soft | |
| 9-Box Talent Grid (performance x potential)Unknown | Talent, HR and People-Systems Frameworks | 11 Mastery12 Incentives | Soft | |
| Bersin High-Impact HR Operating ModelJosh Bersin (Bersin by Deloitte) | Talent, HR and People-Systems Frameworks | 03 Structure07 Flow08 Learning06 Resources | Advisory | |
| Career lattice / career path frameworksCathy Benko and Molly Anderson (Deloitte), 2010 | Talent, HR and People-Systems Frameworks | 11 Mastery12 Incentives | Advisory | |
| DEI (Diversity, Equity & Inclusion) maturity modelsUnknown | Talent, HR and People-Systems Frameworks | 02 Authority12 Incentives10 Evidence | Soft | |
| Deloitte High-Impact HR / HC maturity modelDeloitte Human Capital research program | Talent, HR and People-Systems Frameworks | 05 Strategy03 Structure07 Flow08 Learning | Advisory | |
| Employee journey-mapping frameworkUnknown | Talent, HR and People-Systems Frameworks | 07 Flow08 Learning09 Coordination | Soft | |
| Employee Lifecycle model (attract, hire, onboard, develop, retain, separate)Unknown | Talent, HR and People-Systems Frameworks | 07 Flow09 Coordination08 Learning | Soft | |
| Employee Value Proposition (EVP) frameworkUnknown | Talent, HR and People-Systems Frameworks | Precondition on shapes | Soft | |
| Gallup Q12 engagement modelGallup (Jim Harter, Frank Schmidt, and colleagues) | Talent, HR and People-Systems Frameworks | Precondition on shapes | Advisory | |
| Hay Job Evaluation frameworkEdward N. Hay (Hay Group, now Korn Ferry) | Talent, HR and People-Systems Frameworks | 11 Mastery12 Incentives | Advisory | |
| High-potential (HiPo) identification frameworksUnknown | Talent, HR and People-Systems Frameworks | 11 Mastery | Soft | |
| Job Family Architecture modelsUnknown | Talent, HR and People-Systems Frameworks | 03 Structure12 Incentives | Soft | |
| People analytics value-chain frameworkUnknown | Talent, HR and People-Systems Frameworks | 08 Learning06 Resources | Soft | |
| Performance-Potential-Readiness 3D talent modelUnknown | Talent, HR and People-Systems Frameworks | 11 Mastery08 Learning | Soft | |
| Skills and competency frameworks (e.g., SFIA)SFIA Foundation and related bodies, 2000 | Talent, HR and People-Systems Frameworks | 11 Mastery08 Learning | Primary | |
| Succession-planning pipeline frameworkUnknown | Talent, HR and People-Systems Frameworks | 11 Mastery08 Learning09 Coordination06 Resources | Soft | |
| Total Rewards frameworkUnknown | Talent, HR and People-Systems Frameworks | 12 Incentives06 Resources02 Authority | Soft | |
| Ulrich HR Business Partner ModelDave Ulrich, 1997 | Talent, HR and People-Systems Frameworks | 03 Structure02 Authority07 Flow08 Learning | Primary | |
| Ulrich HR Competency ModelDave Ulrich and colleagues (Human Resource Competency Study) | Talent, HR and People-Systems Frameworks | 11 Mastery08 Learning | Primary | |
| Workforce segmentation / critical roles frameworkUnknown | Talent, HR and People-Systems Frameworks | 06 Resources05 Strategy12 Incentives | Soft | |
| Ambidextrous innovation portfolio (explore-exploit matrix)Charles O'Reilly and Michael Tushman, 2004 | Agile, Innovation and Networked-Organization Frameworks | 03 Structure06 Resources | Primary | |
| BCG Agile@Scale frameworkBoston Consulting Group | Agile, Innovation and Networked-Organization Frameworks | 03 Structure06 Resources10 Evidence09 Coordination | Advisory | |
| Blue Ocean Strategy CanvasW. Chan Kim and Renee Mauborgne, 2005 | Agile, Innovation and Networked-Organization Frameworks | 05 Strategy | Primary | |
| Business Model CanvasAlexander Osterwalder and Yves Pigneur, 2010 | Agile, Innovation and Networked-Organization Frameworks | 05 Strategy06 Resources | Primary | |
| Design Thinking "Double Diamond" processUK Design Council, 2005 | Agile, Innovation and Networked-Organization Frameworks | Outside the canvas | Primary | |
| DevOps target operating modelNo single author | Agile, Innovation and Networked-Organization Frameworks | 03 Structure07 Flow10 Evidence06 Resources | Soft | |
| Doblin Ten Types of Innovation frameworkLarry Keeley and Doblin, 2013 | Agile, Innovation and Networked-Organization Frameworks | 05 Strategy | Advisory | |
| Google 70-20-10 innovation modelGoogle | Agile, Innovation and Networked-Organization Frameworks | 06 Resources | Soft | |
| Innovation Ambition Matrix (Core-Adjacent-Transformational)Bansi Nagji and Geoff Tuff, Monitor Deloitte, 2012 | Agile, Innovation and Networked-Organization Frameworks | 05 Strategy06 Resources | Advisory | |
| Jobs to Be Done frameworkClayton Christensen, with contributions from Tony Ulwick and Bob Moesta, 2005 | Agile, Innovation and Networked-Organization Frameworks | Outside the canvas | Primary | |
| Kanban methodDavid J. Anderson, building on Taiichi Ohno's Toyota kanban system, c. 2007 | Agile, Innovation and Networked-Organization Frameworks | 07 Flow08 Learning09 Coordination | Primary | |
| Kotter Dual Operating System (hierarchy + network)John Kotter, 2012 | Agile, Innovation and Networked-Organization Frameworks | 03 Structure02 Authority06 Resources09 Coordination | Primary | |
| Lean CanvasAsh Maurya, 2010 | Agile, Innovation and Networked-Organization Frameworks | 05 Strategy | Primary | |
| Lean Startup Build-Measure-Learn loopEric Ries, 2011 | Agile, Innovation and Networked-Organization Frameworks | 08 Learning | Primary | |
| LeSS (Large-Scale Scrum)Craig Larman and Bas Vodde, 2008 | Agile, Innovation and Networked-Organization Frameworks | 03 Structure09 Coordination07 Flow08 Learning | Primary | |
| Platform Business Model / Platform CanvasNo single author | Agile, Innovation and Networked-Organization Frameworks | 05 Strategy | Soft | |
| SAFe (Scaled Agile Framework)Dean Leffingwell and Scaled Agile Inc., 2011 | Agile, Innovation and Networked-Organization Frameworks | 03 Structure09 Coordination07 Flow06 Resources | Primary | |
| Scrum frameworkKen Schwaber and Jeff Sutherland, 1995 | Agile, Innovation and Networked-Organization Frameworks | 07 Flow09 Coordination08 Learning | Primary | |
| Spotify model (squads, tribes, chapters, guilds)Henrik Kniberg and Anders Ivarsson, 2012 | Agile, Innovation and Networked-Organization Frameworks | 03 Structure09 Coordination08 Learning | Primary | |
| Value Proposition CanvasAlexander Osterwalder and the Strategyzer team, 2014 | Agile, Innovation and Networked-Organization Frameworks | Outside the canvas | Primary | |
| Argyris Single- and Double-Loop Learning modelChris Argyris and Donald Schon, 1978 | Systems Thinking, Learning and Complexity Frameworks | 08 Learning | Primary | |
| Balanced "change scorecard" linking initiatives to outcomesNo single originator, a synthesis of Kaplan and Norton's Balanced Scorecard, benefits realization management, and OKR practice | Systems Thinking, Learning and Complexity Frameworks | 05 Strategy10 Evidence08 Learning | Soft | |
| CATWOE analysisPeter Checkland, with David Smyth, 1970s | Systems Thinking, Learning and Complexity Frameworks | 01 Purpose02 Authority | Primary | |
| Complex Adaptive Systems lens for organizationsJohn Holland and Stuart Kauffman, organizational application by Ralph Stacey, Brenda Zimmerman, and others, 1990s | Systems Thinking, Learning and Complexity Frameworks | 08 Learning | Soft | |
| Cynefin FrameworkDave Snowden and Mary Boone, 2007 | Systems Thinking, Learning and Complexity Frameworks | 04 Composition08 Learning | Primary | |
| Enterprise-architecture layers framework (business, data, application, technology)The Open Group (TOGAF) and related enterprise architecture practice, 1990s | Systems Thinking, Learning and Complexity Frameworks | Outside the canvas | Primary | |
| Laloux "Teal Organizations" evolutionary modelFrederic Laloux, 2014 | Systems Thinking, Learning and Complexity Frameworks | 02 Authority01 Purpose03 Structure12 Incentives | Primary | |
| Learning-curve / experience-curve effects in organizationsTheodore Wright, with the experience curve extension credited to Bruce Henderson of BCG, 1936 | Systems Thinking, Learning and Complexity Frameworks | 05 Strategy08 Learning | Primary | |
| Leavitt Diamond (Task, People, Structure, Technology)Harold J. Leavitt, 1965 | Systems Thinking, Learning and Complexity Frameworks | 03 Structure | Primary | |
| Senge Five Disciplines of the Learning OrganizationPeter Senge, 1990 | Systems Thinking, Learning and Complexity Frameworks | 08 Learning | Primary | |
| Soft Systems Methodology (Checkland)Peter Checkland, 1981 | Systems Thinking, Learning and Complexity Frameworks | 01 Purpose08 Learning | Primary | |
| System dynamics feedback-loop modelsJay W. Forrester, 1961 | Systems Thinking, Learning and Complexity Frameworks | 05 Strategy08 Learning | Primary | |
| Viable System Model (Stafford Beer)Stafford Beer, 1972 | Systems Thinking, Learning and Complexity Frameworks | 03 Structure02 Authority09 Coordination08 Learning | Primary | |
| Balanced Scorecard (Kaplan-Norton)Robert S. Kaplan and David P. Norton, 1992 | Performance Management, Metrics and Continuous Improvement | 05 Strategy12 Incentives10 Evidence | Primary | |
| EFQM Excellence ModelEuropean Foundation for Quality Management, 1991 | Performance Management, Metrics and Continuous Improvement | 01 Purpose05 Strategy08 Learning10 Evidence | Primary | |
| High-Performance Organization (HPO) frameworksMultiple, including Andre de Waal, related to Denison, EFQM, and Baldrige, 2000s | Performance Management, Metrics and Continuous Improvement | 05 Strategy11 Mastery08 Learning10 Evidence | Soft | |
| Hoshin Kanri (policy deployment)Yoji Akao and Japanese TQM practitioners, 1960s | Performance Management, Metrics and Continuous Improvement | 05 Strategy08 Learning09 Coordination | Primary | |
| Lean principles (five Lean principles)James P. Womack and Daniel T. Jones, 1996 | Performance Management, Metrics and Continuous Improvement | 07 Flow08 Learning | Primary | |
| Malcolm Baldrige Performance Excellence frameworkU.S. Congress, administered by NIST's Baldrige Performance Excellence Program, 1987 | Performance Management, Metrics and Continuous Improvement | 01 Purpose05 Strategy08 Learning10 Evidence | Primary | |
| Management by Objectives (MBO)Peter F. Drucker, 1954 | Performance Management, Metrics and Continuous Improvement | 05 Strategy12 Incentives | Primary | |
| McKinsey performance contracts / performance-dialogue modelMcKinsey & Company, 1990s | Performance Management, Metrics and Continuous Improvement | 02 Authority09 Coordination10 Evidence08 Learning | Advisory | |
| OKR (Objectives and Key Results) frameworkAndy Grove, popularized by John Doerr, 1983 | Performance Management, Metrics and Continuous Improvement | 05 Strategy12 Incentives08 Learning | Primary | |
| Outcome-based KPI frameworkUnknown, synthesizes Balanced Scorecard, Lean, and OKR practice, 1990s | Performance Management, Metrics and Continuous Improvement | 05 Strategy10 Evidence12 Incentives08 Learning | Soft | |
| Service Profit Chain modelJames Heskett, W. Earl Sasser Jr., and Leonard Schlesinger, 1994 | Performance Management, Metrics and Continuous Improvement | 05 Strategy10 Evidence08 Learning | Primary | |
| Six Sigma DMAIC frameworkBill Smith and Mikel Harry (Motorola), popularized by Jack Welch at GE, 1986 | Performance Management, Metrics and Continuous Improvement | 07 Flow10 Evidence | Primary | |
| Strategy Map (Kaplan-Norton)Robert S. Kaplan and David P. Norton, 2004 | Performance Management, Metrics and Continuous Improvement | 05 Strategy08 Learning09 Coordination | Primary | |
| Theory of Constraints Five Focusing StepsEliyahu Goldratt, 1984 | Performance Management, Metrics and Continuous Improvement | 07 Flow08 Learning | Primary | |
| Toyota Production System (TPS) "house"Taiichi Ohno and Eiji Toyoda, 1950s | Performance Management, Metrics and Continuous Improvement | 07 Flow08 Learning | Primary | |
| Bain RAPID decision frameworkPaul Rogers and Marcia Blenko (Bain & Company), 2006 | Governance, Decision Rights and Accountability Frameworks | 02 Authority09 Coordination10 Evidence | Advisory | |
| Board maturity modelsUnknown, drawing on CMM and CMMI style capability frameworks, 1990s | Governance, Decision Rights and Accountability Frameworks | 02 Authority11 Mastery10 Evidence08 Learning | Soft | |
| COBIT governance and management frameworkISACA, 1996 | Governance, Decision Rights and Accountability Frameworks | 02 Authority05 Strategy10 Evidence08 Learning | Primary | |
| Committee and charter-based governance modelUnknown, rooted in corporate board and audit committee practice, mid-20th century | Governance, Decision Rights and Accountability Frameworks | 02 Authority09 Coordination10 Evidence | Soft | |
| COSO Enterprise Risk Management (ERM) frameworkCommittee of Sponsoring Organizations of the Treadway Commission (COSO), 2004 | Governance, Decision Rights and Accountability Frameworks | 02 Authority05 Strategy10 Evidence08 Learning | Primary | |
| Delegation of Authority (DoA) frameworksUnknown, rooted in corporate law and internal control practice, mid-20th century | Governance, Decision Rights and Accountability Frameworks | 02 Authority10 Evidence | Soft | |
| Governance, Risk & Compliance (GRC) operating-model frameworksOpen Compliance and Ethics Group (OCEG), 2003 | Governance, Decision Rights and Accountability Frameworks | 02 Authority09 Coordination10 Evidence08 Learning | Primary | |
| ISO 38500 IT governance frameworkISO/IEC JTC 1, 2008 | Governance, Decision Rights and Accountability Frameworks | 02 Authority05 Strategy10 Evidence08 Learning | Primary | |
| McKinsey decision rights and accountability frameworkMcKinsey & Company, 1990s | Governance, Decision Rights and Accountability Frameworks | 02 Authority09 Coordination10 Evidence08 Learning | Advisory | |
| RACI matrix (Responsible, Accountable, Consulted, Informed)Unknown, generic project management practice, c. 1970s | Governance, Decision Rights and Accountability Frameworks | 02 Authority09 Coordination | Soft | |
| RASCI / RASCI-VS variantsUnknown, extension of RACI, 1990s | Governance, Decision Rights and Accountability Frameworks | 02 Authority09 Coordination10 Evidence | Soft | |
| SOX internal-control framework (COSO-based)U.S. Congress (Sarbanes-Oxley Act), built on the COSO Internal Control Integrated Framework, 2002 | Governance, Decision Rights and Accountability Frameworks | 02 Authority10 Evidence08 Learning | Primary | |
| Stage-gate project governance modelRobert G. Cooper, 1980s | Governance, Decision Rights and Accountability Frameworks | 02 Authority07 Flow10 Evidence | Primary | The Gated Pipeline |
| Stakeholder Salience Model (Mitchell-Agle-Wood)Ronald K. Mitchell, Bradley R. Agle, and Donna J. Wood, 1997 | Governance, Decision Rights and Accountability Frameworks | 02 Authority09 Coordination | Primary | |
| Three Lines of Defense risk-governance modelInstitute of Internal Auditors (IIA), 2013 | Governance, Decision Rights and Accountability Frameworks | 02 Authority10 Evidence03 Structure | Primary | The Gated Pipeline |
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