Our Unique Leadership, Organisation and Business Management Concepts Frameworks and Tools * World After Midnight |
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| CONTENTS: How we Invented a Complete New Set of Tools and Techniques What is this New World after Midnight? |
P E N T A C L E H O M E P A G E
Trying to do More with Less? More of What? Less of What? What got you here won't get you there... |
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| 10 Years of ingenuity,
innovation and damn hard work! That's how long it took to build an independent set of concepts frameworks and tools for tackling most of the challenges facing managers in our complex fast-changing world Without the deep pockets of a Harvard or the armies of a McKinsey how did we do it. First w recognised that in a fast changing world any time consuming research program would be obsolete before it was complete. We decided to look for 'longer standing patterns and dilemmas'' and then to focus on what to do to resolve these patterns and dilemmas Events
Evaporate, Patterns Persist We achieved this using technique called BlowingBubbles which was inspired by the work of Eli Goldratt |
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| The Pentacle Team led by Professor Eddie Obeng, including Any Burnett, Susan Ross Christophe Gillet, John Baldock....) have managed to develop a JOINED-UP frameworks and a suite of Pentacle Performance Enhancement Tools (Pentacle PETs) which are PROVEN abd ACTUALLY WORK in a complex and changing world | |
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Nine minutes to cross over to the World After Midnight.
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| The Pentacle Body of Knowledge | |||
| Online We have developed literally hundreds of concepts, tools, software applications, aide memoirs, and solution guides and frameworks we call Pentacle Performance Enhancement Tools or Pentacle PETs for short. There is a small selection of Pentacle PETs below. You need to register to gain access you can do this online (below) or by contacting us. |
To Buy You can also visit our shop...
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NEW WORLD |  |
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(Typical MBA curriculum) |
Pentacle Concepts, Frameworks and Methods |
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Activity Based Costing |
TimeisMoneyisTimeTM TIMITTM View | ||
Adaptive Organisation |
Virtual Team Based Organisation | ||
ADIZES PAEI management roles |
5 Roles - (Invent the future, help people work better together, deliver today deliver tomorrow ensure results) | ||
ANSOFF’s Product Market Grid |
Full Offer ModelTM FOMTM Offer Extension | ||
Argyris’ Learning Organisation |
Evolutionary OrganisationTM (Split accountability and responsibility) | ||
BELBIN’s Team Roles |
Team Contribution ModelTM Unbalancing the TeamTM Compensation StrategiesTM | ||
Berenschot’s Project Management Model |
Project Dynamics (Open-Closed, Internal-External, Visible-Invisible) | ||
BERENSCHOT’s Seven Forces Model |
Laws of ChangeTM Building Blocks - New World, CyberconesTM, EmergenceTM | ||
BOSTON CONSULTING GROUP’s Matrix |
Money Making MachineTM 5 QuestionsTM Profit/Profitability ChartTM | ||
Change Quadrants |
Red Ant ManTM | Watch it being taught... | |
Competing Values of Organisational Effectiveness |
Fractal ModelTM | ||
Compliance Typology |
Nic’s Power GridTM | ||
Core Competences |
OrganoWeb CapabilitiesTM | ||
COVEY’s Seven Habits of Highly Effective People |
12 Rules for the New World | ||
Customer Marketing and Relationship Management |
Money Making LoopsTM Co-evolution(Suction fish)/Frog-spawn/Apple TreeTM | ||
DEMMING’s Cycle |
PDRLA cycle | ||
Economic Value Added |
Do Nothing of No use (VwATM) | ||
EISENHOWER’s Effective Time Management |
TIMITTM, Make Time Fit | ||
Goldberg’s Emotional Intelligence |
Emotional Engagement \ IDQBTM | ||
GOLDRAT’s Theory of Constraints |
<< GOLDRAT’s Theory of Constraints>> | ||
GOULD, CAMPBELL AND ALEXANDER’s Parenting Advantage |
OrganoWebTM | ||
Grenier’s Growth Model |
Fractal ModelTM | ||
HAMMER AND CHAMPNEY’s Business process re-engineering |
VOQD Method (Verb Object Question Data) TM PIMFlow AnalysisTM | ||
Hofstede’s cultural dimensions |
CultureAgnosticsTM | ||
Kaizen |
ChunkingTM | ||
KEPLER’s Balanced Scorecard |
Money Making Machine QuestionsTM | ||
Kotter’s eight phases of change |
Red Ant ManTM | ||
Kraljic’s Purchasing Model |
Some suppliers are more important than some customers Racket-Rip-offTM | ||
MABA Analysis |
Profit/Profitability ChartTM | ||
Maslow’s Hierarchy of Needs |
Happy LarryTM | ||
McKinsey’s (Waterman Peters & Philips’) 7-S Model. |
12 Dimensions of OrganisationsTM | ||
Mintzberg’s Configurations |
OrganoWebTM | ||
Mintzberg’s Management Roles |
Focus5TM (5 RolesTM - Invent the future, work with the people deliver today deliver tomorrow ensure results) | ||
Moss KANTER’s Change Model |
Red Ant ManTM | ||
Nolan’s IT Growth Strategies |
Inter-InternetTM | ||
PEST Analysis |
Future MappingTM | ||
PORTER’s Five Forces of Competitive Analysis |
EDDies Model of Competitive focusTM (Evolve Dominate Die) | ||
Porter’s Generic Competitive Strategies |
Strategic Event ManagementTM | ||
Risk Reward analysis |
Alien InvasionTM | ||
Roles of HR |
Applied HRTM | ||
SENGE’s Fifth Discipline |
Bubble DiagramsTM, Money Making LoopsTM | ||
Shell’s Scenario Planning |
Robust Strategy InventionTM Dynamic Business ModelTM | ||
Sociotechnical Organisation |
OrganoWebTM | ||
SWOT Analysis |
Future MappingTM | ||
The Marketing Mix |
BullseyeTM Customer Client Consumer Company Competitor Collaborator Context | ||
Toyota’s Just in Time |
Do Nothing of NO use | ||
Value Based Management |
Money Making MachineTM | ||
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OLD WORLD
