Back to square on Ballpark number/figure By the book Cut-throat Don't make me think Don't sign under a chandelier Easy come, easy go Eyes on the prize Game plan Get down to business Get something off the ground Go down the drain Go the extra mile Hands are tied In a nutshell In the driver’s seat Keep one’s eye on the ball Learn the ropes Long shot No-brainer No pain, no gain No strings attached Not going to fly On the same page Out in the open Put all one’s eggs in one basket Quid pro quo Raise the bar Rock the boat Safe bet Same boat Secret sauce See eye to eye See something through Sever ties Shoot something down Smooth sailing Stand your ground Sweat equity Take my money Talk someone into something Talk someone out of something The cat is out of the bag The elephant in the room The horse has left the barn Think outside the box Time’s up Twist someone’s arm Up in the air Uphill battle Upper hand Word of mouth
"Up and to the right"
request for comments (RFC) work in progress (WIP) Five-Nines
GE-McKinsey Nine-Box Matrix, Ansoff Matrix, VRIO Analysis.
GE-McKinsey Nine-Box Matrix. This strategy tool helps business portfolio planning. Multi-business corporations use it to evaluate their individual business units and prioritize investments among them systematically. In the matrix, the y-axis represents the market/ industry attractiveness, and the x-axis shows the strength of the business unit. The scale is high, medium and low. It generates nine industry attractiveness measures and twelve business strengths measures.
Ansoff Matrix. Businesses use the Ansoff matrix to analyze and plan strategies for growth and understand associated risks. According to the matrix, there are two approaches to building a growth strategy; By varying what is sold (product growth); By varying who it is sold to (market growth).
Scenario Planning. Scenario planning involves creating and brainstorming around possible future scenarios and understand how they would affect the objectives of the company. It helps companies develop effective strategies.
Value Chain Analysis. This strategy tool helps organizations analyze their internal firm activities. It helps identify which activities are most valuable to the company and which ones can be improved for competitive advantage.
VRIO Analysis. VRIO analysis is used to analyze the internal resources of a company. It identifies attributes that a company’s resources must have in order to provide a competitive advantage. The analysis involves asking four questions with regard to the resources. Valuable: If a resource can help find opportunities or defend against threats it can be considered valuable. Moreover, a valuable resource should help increase customer value. Rare: If a resource can only be acquired by one or a few companies, it is considered rare. A resource that is valuable and rare will provide a significant competitive advantage. Costly to imitate: If other organizations that don’t have the resource can’t imitate it, buy it or find a substitute for it at a reasonable price, that resource is considered costly to imitate. Organized to capture value: The organization should have processes, policies, and systems in place to capture the value created by valuable, rare and costly to imitate resources.
Gap analysis
Strategy Diamond
Situation Analysis
How to lead How to delegate How to negotiate How to influence How to build rapport How to effect change How to mirror How to file a patent How to file a copyright How to file a trademark How to ask for a raise How to bid on a contract How to apply for a loan How to write a request for proposal How to respond to a request for proposal How to manage stress How to manage conflict How to give a presentation How to research How to write documentation How to host a meetup
"It's a marathon, not a sprint"
hierarchy/organizational charts
Jargon: Thought leadership Rock star / Ninja Ideate (v.) Hideous hodgepodge of “think,” “plan,” and “solve. Do more with less. Best-of-breed (adj.) Arrogant descriptor for a really good product or service. Change management (n.) Alignment (n.) Gratingly pretentious version of "agreement." Take ownership (v.) Presumably what happens when one is “empowered” (a strong contender from 2012’s Jargon Madness bracket). : Deliverable (n.) What needs to be done (as opposed to all the unimportant stuff clients pay for).
Disruption (n.) Havoc rendered on an establishment; also an entrepreneur’s path to absurd riches. Optics (n.) A branch of physics unfortunately used to describe the way something appears, especially to a client. Parking lot (n.) A holding pen for ideas that those in charge plan to address, but never will. Client-facing (adj.) Referring to work that involves personal interactions with customers. Pain point (n.) Something that needs fixing---your top line, antiquated computer systems, marriage, etc.