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SIER hierarchy of active listening: Barker, Larry L., Steil, Lyman K., Watson, Kittie W.
 

SIER hierarchy of active listening

Barker, Larry L., Steil, Lyman K., Watson, Kittie W.

  • topic: marketing & sales
  • period: 1983
In the early 1980s, the American communication researchers, Steil, Watson & Barker, developed the SIER hierarchy of active listening based on their observation that people recall only about 50% of the message immediately after hearing it and only 25% after two days. Steil, Watson & Barker built upon Claude Shannon and Warren Weaver's general model...
 
value chain analysis: Porter, Michael E.
 

value chain analysis

Porter, Michael E.

  • topic: finance & accounting, marketing & sales, org. design & development and strategic management
  • period: 1985
Michael Porter published the Value Chain Analysis in 1985 as a response to criticism that his Five Forces framework lacked an implementation methodology that bridged the gap between internal capabilities and opportunities in the competitive landscape. This framework focused on industry attractiveness as a determinant of the profit potential of all companies...
 
open innovation: Chesbrough, Henry W.
 

open innovation

Chesbrough, Henry W.

  • topic: innovation & risk, strategic management and technology & operations
  • period: 2003
Open Innovation offers a philosophy on organising innovation processes at corporate R&D departments. Organisational structures can be devised that increase the innovative capacity of firms by (1) better integrating external sources in their internal development efforts and (2) better monetizing internally created technologies by selling them to the market. Henry...
 
swot analysis: Andrews, Kenneth R., Christensen, C. Roland, Guth, William D., Learned, Edmund P.
 

swot analysis

Andrews, Kenneth R., Christensen, C. Roland, Guth, William D., Learned, Edmund P.

  • topic: marketing & sales and strategic management
  • period: 1966
SWOT analysis was developed by the middle of the 1960s for large organisations to determine the strategic fit between an organisation's internal, distinctive capabilities and external possibilities and to prioritise actions. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. In the early 1950s, two professors of business policy at Harvard,...