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• basic classification (AMT). web
• delegeren valt te leren. web
• id 0201 Beknopte vragenlijst KM assessment. web
• id 0264 template action list. doc
• id 0276 Business case assessment form. web
• id 0277 Project initiation document. doc 12 pag
• id 0436 Checklist delegeren van managersonline.nl. pdf. 1 pag
• id 0437 Timeplanner van ideeconsult B.V. pdf. 1 pag
• id 0460 5 keer waarom analyse. web
• id 0461 7 S model van Mckinsey. web
• id 0462 Assumption surfacing & testing. web
• id 0463 Backward planning. web
• id 0464 The balanced scorecard. web
• id 0465 Benchmarking. web
• id 0466 Boston Matrix. web
• id 0467 Change variables. web
• id 0468 Scheduling, precedence diagramming & the critical path. web
• id 0469 Force field analysis. web
• id 0470 Strokenplanning (Gantt chart). web
• id 0471 Visgraatdiagram. web
• id 0472 Metaforen en verhalen. web
• id 0473 Pestle and swot analyse. web
• id 0474 Prioriteitsmatrix. web
• id 0475 Process mapping. web
• id 0476 Raew analyse. web
• id 0477 To-do list. web
• id 0478 Urgent/important matrix. web
• id 0573 Blank project management templates. pdf. 18 pag
• id 0574 PEST-analyse template. pdf. 1 pag
• id 0576 SWOT-analyse template. pdf. 1 pag
• id 0578 People performance potential model. web
• id 0592 Complete guide to ethics management, An ethics toolkit for managers. web
• id 0625 Market structure illustration. web
• id 0650 Market segmentation. web
• id 0651 Purchasing motivation matrix. web
• id 0653 Competitive file. web
• id 0654 Market size & share estimation (manufacturers sales). web
• id 0655 Market size estimating (end-user demand). web
• id 0656 Competitive analysis. web
• id 0657 User/Customer interviews. web
• id 0658 Focus groups. web
• id 0659 Lead user analysis. web
• id 0660 Stakeholder analysis. web
• id 0661 User profiles. web
• id 0662 Direct observation. web
• id 0663 Stakeholder selection & planning matrix. web
• id 0664 Delphi technique. web
• id 0665 Contextual inquiry.web
• id 0666 Kano model. web
• id 0667 Quality function deployment. web
• id 0668 Image boards. web
• id 0669 Affinity diagrams. web
• id 0670 Product on a page - mission. web
• id 0672 Elevator speech. web
• id 0673 Controlled convergence. web
• id 0674 Morphological charts. web
• id 0675 Checklist van Osborn. web
• id 0676 Weighting and rating. web
• id 0677 Dot sticking. web
• id 0678 Concept testing. web
• id 0679 Unit cost analysis. web
• id 0680 Design efficiency calculation. web
• id 0681 Design complexity scorecard. web
• id 0682 Boothroyd & Dewhurst complexity factor. web
• id 0683 Value engineering / value analysis. web
• id 0684 Brainstorming. web
• id 0685 Brain writing (6-3-5). web
• id 0686 Idea log. web
• id 0687 Process on a page. web
• id 0688 Project on a page. web
• id 0689 Process mapping. web
• id 0690Risk assessment. web
• id 0691 Failure Modes and Effects Analysis. web
• id 0692 Belbins team roles. web
• id 0693 Wie - wanneer-kaart. web
• id 0694 Projectorganisatie. web
• id 0695 Quality function deployment matrix. web
• id 0696 R&D strategy matrix in a multi product company. web
• id 0697 Technology and market strategy matrix. web
• id 0698 Technology probability of success vs. market share. web
• id 0699 Market and technology matrix for analysing technical and product competence. web
• id 0700 Critical capabilities and core technical competences. web
• id 0701 Technical portfolio matrix. web
• id 0702 Technical portfolio matrix 2. web
• id 0703 Techno-business position matrix. web
• id 0704 Technology portfolio matrix. web
• id 0705 Technology implementation strategies. web
• id 0706Technological and financial portfolio. web
• id 0707 Project portfolio matrix. web
• id 0708 SKB options resource-allocation grid. web
• id 0709 Proctor & Gambles 3D risk-reward bubble diagram. web
• id 0711 The productivity of technological investment. web
• id 0712 Risk-reward bubble diagram. web
• id 0713 Market and technology risk bubble diagram. web
• id 0714 Technology portfolio map. web
• id 0715 Technology portfolio. web
• id 0716 R&D project portfolio matrix. web
• id 0717 Technological SWOT. web
• id 0718 Technology sourcing decisions. web
• id 0719 A.D. Little technology strategy matrices. web
• id 0720 Offensive and defensive technology strategies. web
• id 0721 Cycle of technology strategy actions. web
• id 0722 Strategic implication of competence levels. web
• id 0723 Technology option decisions. web
• id 0724 Product, technology and marketing strategies. web
• id 0725 Technology generation and delivery matrices. web
• id 0726 Technology expansion tactics. web
• id 0727 Objectives vs. funding of technology development. web
• id 0728 Integration evaluation matrices. web
• id 0729 Rate of technological progress - competitive strength portfolio matrix. web
• id 0730 Generic strategies for technology development. web
• id 0731 Technology portfolio development matrix. web
• id 0732 Technology potential and yield. web
• id 0733 Technology strategy. web
• id 0734 Technology position-impact map. web
• id 0735 Business-technology competitiveness map. web
• id 0736 Application search grid for new technology. web
• id 0737 Siemens central research laboratory matrix. web
• id 0738 Technology - company matrix. web
• id 0739 Grid linking technology portfolio to business goals. web
• id 0740 Power and potential matrices. web
• id 0741 Strategic overview grid. web
• id 0742 DuPont science - business / technology sector grid. web
• id 0743 Creating market space by orchestrated deployment of core competences. web
• id 0744 Technology / product matrix. web
• id 0745 Technology - competence grid. web
• id 0746 Multi-technology, multi-attribute decision matrix. web
• id 0747 Grids for technology assessment. web
• id 0748 Skill diagram, skill mapping, opportunity matrix and skill cluster analysis. web
• id 0749 Market - product - technology analysis grids. web
• id 0750 Caterpillar strategy deployment grids. web
• id 0751 Technology income statement. web
• id 0752 Technology-product-market (TMP) diagnostic. web
• id 0753 Technology classification. web
• id 0754 Chart of breakthrough zones. web
• id 0755 Perrows technology classification. web
• id 0756 Core competency maps. web
• id 0757 Issues of concern in technology management. web
• id 0758 Technology management framework. web
• id 0759 Evolution of MOT concept. web
• id 0760 Patent position and portfolio. web
• id 0761 Patent value model. web
• id 0762 Motives for licensing technology. web
• id 0763 Networks, uncertainty and risk. web
• id 0765 Intellectual property investment map. web
• id 0766 Appropriability regimes. web
• id 0767 Technology sourcing options. web
• id 0768 Technology acquisition model. web
• id 0769 Need for external sourcing of technology. web
• id 0770 Market / technology analysis matrix. web
• id 0771 Technology importance - competitiveness matrix for make vs. buy. web
• id 0772 Make, ally or buy decisions. web
• id 0773 Optimum entry strategies. web
• id 0774 Mechanisms for sourcing technology. web
• id 0775 Typology of technology alliance management issues. web
• id 0776 Organisational resistance to technology acquisition. web
• id 0777 Four new technology implementation situations. web
• id 0779 Evolution of R&D organisations. web
• id 0780 Types of global R&D networks. web
• id 0781 R&D management matrix. web
• id 0782 Framework for strategic classification of R&D activities. web
• id 0783 Comparison between corporate and R&D strategies. web
• id 0784 Relevance of different R&D measurement techniques. web
• id 0785 R&D performance measurement framework. web
• id 0786 Reference model for R&D performance measurement. web
• id 0787 Comparing business unit R&D investment. web
• id 0788 Organisation of R&D. web
• id 0789 Categorisation of technology substitution by level of impact. web
• id 0790 Technology gradient chart. web
• id 0791 Technology and market push vs. pull. web
• id 0792 Awareness and association process. web
• id 0794 Entrenching and altering dimensions of new technologies. web
• id 0795 Competence integration processes. web
• id 0796 Value - effectiveness grid for technology management processes. web
• id 0797 The dependency matrix. web
• id 0798 Technology - product - marketing position at start-up. web
• id 0799 Success potential matrix. web
• id 0800 Roadmapping taxonomy. web
• id 0801 Knowledge management. web
• id 0802 Three interdependent dimensions of competence. web
• id 0803 Knowledge of the individual, group, organisation and network. web
• id 0804 Knowledge model. web
• id 0805 Three approaches to knowledge management. web
• id 0806 Types of ownership of knowledge. web
• id 0807 Types of organisational knowledge. web
• id 0808 Four types of data. web
• id 0809 Information specification. web
• id 0810 Information specification 2. web
• id 0811 Describing a competence. web
• id 0812 Attitude and competence. web
• id 0813 Hybrid skill profiles (specialist - business). web
• id 0814 Competence is a function of skills and roles. web
• id 0815 Framework linking intangible resources and capabilities. web
• id 0816 Conceptual tools in e-space. web
• id 0817 Information intensity matrix. web
• id 0818 The Johari window. web
• id 0819 Structure of the intellect. web
• id 0820 Technology exploitation strategy matrix. web
• id 0821 Implementation knowledge grid. web
• id 0822 Core competency map. web
• id 0823 Knowledge management framework. web
• id 0824 Profiling knowledge practices in the firm. web
• id 0825 Organisational knowledge creation. web
• id 0826 Kolb learning cycle. web
• id 0827 The C-Space. web
• id 0828 Boisots learning cycle - position of specialist departments. web
• id 0829 The learning cycle, and four learning styles. web
• id 0830 Six phases of a social learning cycle. web
• id 0831 Approaches to development. web
• id 0832 Employee development evolution. web
• id 0834 Outcomes of adaptive and generative frameworks of learning. web
• id 0835 Levels of learning. web
• id 0836 Performance stages during the life of a job. web
• id 0837 Learning and organisational processes. web
• id 0838 Rating the learning organisation. web
• id 0839 Organisational and personal development work together. web
• id 0840 Modes of learning in product creation processes. web
• id 0841 Approaches to experiential learning and development. web
• id 0842 Classification of learning typologies. web
• id 0843 Evolution of learning process. web
• id 0844 Training methods and learner autonomy. web
• id 0845 The flow channel. web
• id 0846 An integrative framework to analyse transitions of knowledge types. web
• id 0847 Organisational learning. web
• id 0848The unlearning curve. web
• id 0849 Conceptual framework for knowledge transition. web
• id 0850 The energy flow model. web
• id 0851 Knowledge creation and control in a learning laboratory. web
• id 0852 Knowledge portfolio mapping. web
• id 0853 Environmental scanning. web
• id 0854 Analysis of environmental signals. web
• id 0855 Model of organisational interpretation models. web
• id 0856 Ease of information sharing. web
• id 0857 Knowledge sharing mechanisms. web
• id 0858 Knowledge flows to and from subsidiaries. web
• id 0859 Knowledge sharing framework. web
• id 0860 The role of the centre in managing core skills. web
• id 0861 Skillbase simulation. web
• id 0862 Processes for reducing dependence on skilled knowledge workers. web
• id 0863 Task / media-fit hypothesis. web
• id 0864 Confrontation impact matrix. web
• id 0865 Organisational design for knowledge transfer. web
• id 0866 Flow process for turning data into engineered products. web
• id 0867 Tasks of IT in dispersed R&D teams. web
• id 0868 The information systems environment. web
• id 0869 IS application portfolio. web
• id 0870 Classifying computer-based information systems. web
• id 0871 Information systems in the business. web
• id 0873 Information systems - strategic responses. web
• id 0874 Outsourcing information systems. web
• id 0875 Benefit level matrix for information systems. web
• id 0876 Investment in information systems. web
• id 0877 IT investment grid. web
• id 0878 Information systems model. web
• id 0879 Environment of IS / IT management. web
• id 0880 Group needs and groupware systems. web
• id 0881 Threat identification for information systems. web
• id 0882 Framework for assessing strategic IS opportunities. web
• id 0883 Software Engineering Institute (SEI) Process Maturity Model. web
• id 0884 IS project management styles. web
• id 0885 IT project qualities and relevant approaches. web
• id 0886 The role of IT providers (internal or external). web
• id 0887 IT assets and corporate environment. web
• id 0888 General Electrics business screen. web
• id 0889 BCG business activities portfolio matrix. web
• id 0890 Hax and Majlufs adaptation of BCG matrix. web
• id 0891 Importance - performance matrix. web
• id 0892 Shells directional policy matrix. web
• id 0893 ADL matrix. web
• id 0894 PA Consulting unit profit - market share matrix. web
• id 0895 Risks and returns portfolio matrix. web
• id 0896 Risk - reward matrix. web
• id 0897 Ohmaes nine standardised strategies. web
• id 0898 Company position - industry attractiveness screen. web
• id 0899 MAP analysis. web
• id 0900 Market attractiveness / company capability portfolio matrix. web
• id 0901 Capability - market attractiveness matrix. web
• id 0903 Reckitt & Coleman financial - market / concept attractiveness matrix. web
• id 0904 Reckitt & Coleman ease of implementation - attractiveness matrix. web
• id 0905 Rohm and Haas strategic intent bubble diagram. web
• id 0906 Contribution of strategic business units. web
• id 0908 Grids for internal and industry assessments. web
• id 0909 The four realised strategies. web
• id 0910 Four main competitive strategies. web
• id 0911 Four basic strategies. web
• id 0912 Phases in the development of strategic planning. web
• id 0913 Steps to strategic strength. web
• id 0914 Broadening strategic control. web
• id 0915 Generic perspectives on strategy. web
• id 0916 Strategic concepts. web
• id 0917 Enabling conditions for developing strategy. web
• id 0918 Occurrence and effectiveness of organisational recipes. web
• id 0919 Influence system assessment matrix. web
• id 0920 Managerial decision types for different conditions of uncertainty. web
• id 0921 Consistency across functional strategies. web
• id 0922 Strategy development framework. web
• id 0923 Corporate and departments priority issues. web
• id 0924 Evaluating possible implementation difficulties. web
• id 0925 Strategic reference point matrix. web
• id 0926 Sophistication vs. ownership. web
• id 0927 The five competitive forces that determine industry profitability. web
• id 0928 Differences in the five forces among segments. web
• id 0929 Porters leaders-followers competitive strategy matrix. web
• id 0930 Porters follower strategies matrix. web
• id 0931 Three generic strategies. web
• id 0932 Porters barriers and profitability matrix. web
• id 0933 Competitive strategy in declining industries. web
• id 0934 Imitation vs. later entry strategies. web
• id 0935 Competitors financial exit barriers. web
• id 0936 Strategic options in an end game. web
• id 0937 Electing a strategy in a declining industry. web
• id 0938 Strategic modes for smaller firms. web
• id 0939 BCGs analysis of the strategic characteristics of specialisation businesses. web
• id 0940 Positioning for emerging-market companies. web
• id 0941 BCGs strategic environment matrix. web
• id 0942 Operational effectiveness vs. strategic positioning. web
• id 0943 Competitive position. web
• id 0944 Hayward-Farmer cube. web
• id 0945 Rank Xerox benchmarking template. web
• id 0946 Strategic value vs. ease of benchmarking for all critical processes. web
• id 0947 SWOT analysis. web
• id 0948 Opportunities and threats matrices. web
• id 0949 Customer matrix. web
• id 0950 What is important to customers? web
• id 0951 Scenario matrix. web
• id 0952 Strategy chart. web
• id 0953 Strategic option generator. web
• id 0954 Generic strategic alternatives. web
• id 0955 Scope of leader and challenger strategies. web
• id 0956 Grids for internal and industry assessments. web
• id 0957 Game matrix. web
• id 0958 Focus strategies for services. web
• id 0959 The market warfare matrix. web
• id 0960 check up matrix. web
• id 0961 Shifting company orientation. web
• id 0962 Strategic groups. web
• id 0963 Mission core competence. web
• id 0964 Four-factor model for disaster management. web
• id 0965 Effects matrix. web
• id 0966 Revenue growth vs. unit costs. web
• id 0967 Complementary assets and weak appropriability - integration calculus. web
• id 0968 Balancing value-creation and value extraction activities in the firm. web
• id 0969 Productivity trade-offs. web
• id 0970 Interaction between timing and intensity of investments. web
• id 0971 Setting cost improvement priorities. web
• id 0972 Level of acceptance. web
• id 0972 Potential benefits of IS investment, and associated change. web
• id 0973 Implementation based on corporate values vs. strategic consistency. web
• id 0974 Strategic decision matrix. web
• id 0975 PRIZM social groups. web
• id 0976 The Euro-consumers (16 Euro styles). web
• id 0977 Configuring target segments. web
• id 0978 Market applications matrix. web
• id 0979 Industry segmentation matrices. web
• id 0980 Food chain chart. web
• id 0981 Customer segmentation portfolio. web
• id 0982 Consistency vs. differentiation in market segmentation. web
• id 0983 GMs original market segmentation model. web
• id 0984 Segment attractiveness vs. internal capability. web
• id 0985 Extended model of market segmentation. web
• id 0986 Segmenting markets by relationship requirements. web
• id 0987 Gap map. web
• id 0988 Perceptual map. web
• id 0989 Positioning cube. web
• id 0990 Measuring outstanding customer care. web
• id 0991 The customer contact spectrum. web
• id 0992 Customer satisfaction.web
• id 0993 Making customers into champions. web
• id 0994 Customer matrix. web
• id 0995 Relationship between customer acquisition and churn. web
• id 0996 Value spectrum modelling. web
• id 0997 Types of product market focus. web
• id 0998 The value matrix. web
• id 0999 Sequential market entry. web
• id 1000 Four brand strategies. web
• id 1001 Brand stretch vs. market attractiveness. web
• id 1002 Brand portfolio priority analysis. web
• id 1003 Brand loyalty. web
• id 1004 Brand trial / awareness ratios - strategic options. web
• id 1005 Brand strategy. web
• id 1006 Brand management. web
• id 1007 Campaign and account management. web
• id 1008 Promotional mix. web
• id 1009 The sales and customer grids. web
• id 1010 Selling orientations. web
• id 1011 Win-win matrix. web
• id 1012Buyer purchase criteria & relationship between use criteria and buyer value. web
• id 1013 Influencer table. web
• id 1014 Strategic groupings of advertising agencies. web
• id 1015 Multi-plug contact (manufacturer & retailer). web
• id 1016 Business customer buying centres. web
• id 1017 What vs. how you sell. web
• id 1018 Customer - product grid. web
• id 1019 Nine price / quality strategies. web
• id 1020 ACE product attribute matrix. web
• id 1021 Effect of deficiencies in product and service. web
• id 1022 Items by use matrix. web
• id 1023 Product values map. web
• id 1024 Market risk product profile. web
• id 1025 Consumer - product demand matrix. web
• id 1026 Product personalisation matrix. web
• id 1027 Global product design grid. web
• id 1028 Market value of product / service. web
• id 1029 Extended product / market matrix. web
• id 1030 Types of new product opportunities. web
• id 1031 The chess game. web
• id 1033 Guidelines for tactical pricing. web
• id 1034 How to time pricing moves. web
• id 1035 Product requirements. web
• id 1036 Competitor configuration and industry stability. web
• id 1037 The competitive - positioning compass. web
• id 1038 The progression of economic value & The four realms of experience. web
• id 1039 Strategic groups in the automobile industry.web
• id 1040 Message strategies. web
• id 1041 Strategic and non-strategic marketing information. web
• id 1042 Market options matrix. web
• id 1043 Differentiation matrices. web
• id 1044 Market penetration / market coverage portfolio. web
• id 1045 Unilevers differentiation organisation. web
• id 1046 Marketing planning matrix. web
• id 1047 Market attractiveness and position. web
• id 1048 A model for market sensing. web
• id 1049 Oppositions of myth. web
• id 1050 Channel value-added and market growth rate. web
• id 1051 The market commitment model. web
• id 1052 The power diamond. web
• id 1053 Diagnosing the marketing problem. web
• id 1054 Quality strategy - marketins role. web
• id 1055 Taxonomy of marketing situations. web
• id 1056 Leavitts view of organisation. web
• id 1057 Finding the right degree of centralisation. web
• id 1058 Factors & key options in organisational design. web
• id 1059 Four forms of organisation. web
• id 1060 Classification of network organisations. web
• id 1061 Matrix organisation structure. web
• id 1062 Organisational restructuring - internal & external. web
• id 1063 Organisational design. web
• id 1064 Complexity of the business environment. web
• id 1065 Organisational archetypes. web
• id 1066 Evaluating organisations. web
• id 1067 Transition from steep hierarchies to knowledge networks. web
• id 1068 The evolution of complex systems. web
• id 1069 Range of alliance types. web
• id 1070 Possible types of ownership evolution in two-parent joint ventures. web
• id 1071 Range of strategic alliances. web
• id 1072 Structure and characteristics of alliances. web
• id 1073 Eight types of strategic alliance. web
• id 1074 Designs for collaboration. web
• id 1075 Archetypes of strategic alliances. web
• id 1076 Strategic alliances. web
• id 1077 Two merging firms. web
• id 1078 Two Different types of vertical relationships. web
• id 1079 Mergers & acquisitions - strategic interdependencies vs. autonomy in integration. web
• id 1080 Successful management of acquisitions. web
• id 1081 Outsourcing matrix. web
• id 1082 Relationship with suppliers - importance / availability matrix. web
• id 1083 Matching supply chain with products. web
• id 1084 Purchases; the use of contractual power. web
• id 1085 Supplier availability vs. value added. web
• id 1086 Linkage mechanisms for synergy between business units. web
• id 1087 Integration - responsiveness framework at subsidiary level. web
• id 1089 Matrix of relations between operating units. web
• id 1090 Internal / external customer relationships. web
• id 1091 Shared value activities and cost position. web
• id 1092 A framework for thinking about stakeholders in collaborations. web
• id 1093 Parenting - fit matrix. web
• id 1094 Sociometric index of contacts. web
• id 1095 Dominant mode and central attitude of convenors. web
• id 1096 The role of facilitation in collaborative groups. web
• id 1097 Effects of interdependence. web
• id 1098 Organisational pitfalls. web
• id 1099 Competitive energy. web
• id 1100 Composite framework for decision-making. web
• id 1101 Scatterplot of problems. web
• id 1102 Problem solving window. web
• id 1103 Types of task environment. web
• id 1104 Degree of environmental uncertainty. web
• id 1105 Risk management map. web
• id 1106 Problem specification. web
• id 1107 Programmed vs. non-programmed decision making. web
• id 1108 Decision making and change. web
• id 1109 Conditions favouring different decision-making processes. WEB
• id 1110 Classification of decision support tools. web
• id 1111 Classification of management and engineering tools. web
• id 1112 Frameworks and other management representations and approaches. web
• id 1113 Taxonomy of models. web
• id 1114 A model of model use. web
• id 1115 SWOT matrix. web
• id 1116 Cross impact matrix. WEB
• id 1117 Problem interaction matrix. web
• id 1118 Consequences table. WEB
• id 1119 Morphological matrix. web
• id 1120 Morpho box. web
• id 1121 Sequence-attribute modifications matrix (SAMM). web
• id 1122 Likert scale. web
• id 1123 Semantic differential scale. web
• id 1124 Contingency decision framework. WEB
• id 1125 Priorities grid. web
• id 1126 Priorities grid. web
• id 1127 Payoff matrix. web
• id 1128 Three kinds of thinking process. web
• id 1129 Model of cognitive style. web
• id 1130 Individual problem-solving styles. web
• id 1131 Strategies for choosing. web
• id 1132 Position and intensity cubes. web
• id 1133 Assumption rating chart. web
• id 1134 Taxonomy of innovations. web
• id 1135 Innovation streams. web
• id 1136 Framework for defining innovation. web
• id 1137 The multiple dimensions of innovation. web
• id 1138 The innovation arena.web
• id 1139 Synchronous innovation. web
• id 1140 Autonomous vs. systematic innovations. web
• id 1141 The S-curve - innovation and adoption
• id 1142 Successful management of the innovation process. web
• id 1143 Innovation process dimensions. web
• id 1144 Innovation adoption features - environmental conditions. web
• id 1145 R&D project decision support system. web
• id 1146 Product and process newness. web
• id 1147 Resource - market matrix. web
• id 1148 Categorisation of R&D budget. web
• id 1149 Product innovation grid. web
• id 1150 Matching organisation with innovation. web
• id 1151 Technological and market dimensions of complexity in innovation. web
• id 1152 Product and process innovation. web
• id 1153 Development project map. web
• id 1154 Xerox innovation matrix. web
• id 1155 Philips innovation matrix. web
• id 1156 Product novelty - project duration and lateness. web
• id 1157 Complementary assets; generic, specialised and co-specialised. web
• id 1158 Combined audit of creativity and innovation. web
• id 1159 Integration strategies for innovators. web
• id 1160 Effect of information structure on innovation. web
• id 1161 Discontinuities and dominant designs. web
• id 1162 Innovation thrust. web
• id 1163 Innovation rate vs. revenues. web
• id 1164 Innovation and risk. web
• id 1165 Establishing the core competences acquisition agenda. web
• id 1166 Competence requirements for different types of innovation. web
• id 1167 Relationship between management style, organisational structure and employee innovation. web
• id 1168 Innovation map. web
• id 1169 Inventor portfolio. web
• id 1170 Internal corporate venturing. web
• id 1171 Key and peripheral activities in a process model of internal corporate venturing (ICV). web
• id 1172 Organisation designs for corporate entrepreneurship. web
• id 1173 Three forms of human creativity. web
• id 1174 The Creatix model. web
• id 1175 Types of entrepreneur. web
• id 1176 State of corporate entrepreneurship. web
• id 1177 Defining new product arenas. web
• id 1178 Ansoffs product-marktmatrix. web
• id 1179 Product life-cycle; growth and market share. web
• id 1180 Product / market evolution matrix. web
• id 1181 The life-cycle portfolio matrix. web
• id 1182 Customer - technology matrix. web
• id 1183 Technology and market factors shaping new product definition. web
• id 1184 Product-change options after competitive tear down. web
• id 1185 The value engineering box. web
• id 1186 Value map. web
• id 1187 Contextual model for NPD projects. web
• id 1188 Uncertainty and duration of development cycle. web
• id 1189 Product innovation characteristics and multi-product approaches. web
• id 1190 The impact of synergies in new product success. web
• id 1191 Strategy - process matrix. web
• id 1192 New product proposal profile. web
• id 1193 Tally chart for faults. web
• id 1194 Quality function deployment matrix. web
• id 1195 Three selected degrees of strategic freedom. web
• id 1196 How new combinations can yield innovative products. web
• id 1197 The search for ideas - morphological analysis. web
• id 1198 Idea evaluation matrix. web
• id 1199 Platform management matrix. web
• id 1200 Four approaches to customisation. web
• id 1201 Blending physical goods and services in products. web
• id 1202 Differentiation of hardware (product) and software (service). web
• id 1203 Product complexity and specificity. web
• id 1204 Four design solutions. web
• id 1205 Reusability matrix. web
• id 1206 Design structure matrix. web
• id 1207 Product-process diagnostic. web
• id 1208 New products classified by product objective. web
• id 1209 Product - process matrix model. web
• id 1210 Product as a bundle of processes and results. web
• id 1211 Product - process matrix. web
• id 1212 Product / process development project types. web
• id 1213 Product - process matrix. web
• id 1214 Product engineering - production co-operation. web
• id 1215 Project technology calendar. web
• id 1216 Manufacturing logistics in international operations. web
• id 1217 Types of production technologies. web
• id 1218 Relationships between process forms and advanced manufacturing technology. web
• id 1219 Two dimensions of AMT. web
• id 1220 Suitability of JIT for controlling production and the manufacturing environment. web
• id 1221 House of producibility. web
• id 1222 Manufacturing capability model framework. web
• id 1223Competitive grid for manufacturing strategy. web
• id 1224 Sources of complexity in manufacturing business. web
• id 1225 Classification of production / operations management applications. web
• id 1226 Process competition map. web
• id 1227 Four basic leadership styles. web
• id 1228 Key leadership qualities. web
• id 1229 Multiple leadership types. web
• id 1230 Leadership - personality grid. web
• id 1231 Competing values framework of leadership roles. web
• id 1232 Types of leadership. web
• id 1233 Five followership patterns. web
• id 1234 Leadership styles; relationship of leader to led. web
• id 1235 Corporate governance model. web
• id 1236 Board roles. web
• id 1237 Mission statements. web
• id 1238 Corporate objectives profiling. web
• id 1239 Power and group dynamics. web
• id 1240 Four political behaviours. web
• id 1241 Key player matrix. web
• id 1242 The management style matrix. web
• id 1243 Team delegation grid. web
• id 1244 The four persuasion approaches. web
• id 1245 Persuasion tactics. web
• id 1246 Stakeholder analysis. web
• id 1247 Design of organisational control mechanisms. web
• id 1248 Styles of influence for corporate headquarters. web
• id 1249 The converging business models of internet and bricks-and-mortar retailers. web
• id 1250 The dimensions of electronic commerce. web
• id 1251 Marketing for the millennium - how technology customers stack up. web
• id 1252 Internet commitment - implementation matrix. web
• id 1253 Using the internet for extending product and market potential. web
• id 1254 E-business value matrix. web
• id 1255 E-business opportunity matrix. web
• id 1256 Characteristics of traditional and internet-based media. web
• id 1257 Scope and privacy of communication mechanisms. web
• id 1258 The connection between product complexity, markets size and standards (IT). web
• id 1259 Three phases to B-webs. web
• id 1260 The information business map. web
• id 1261 Framework for sustainability assessment of industrial activities. web
• id 1262 A product strategy matrix for sustainability. web
• id 1263 Alternative green positions to achieve competitive advantage. web
• id 1264 Environmental strategic postures. web
• id 1265 Assessing environmental impact. web
• id 1266 Sustainability portfolio. web
• id 1267 Impact of environmental regulations and development of firm-level green capability. web
• id 1268 The green performance matrix. web
• id 1269 The EC labelling matrix. web
• id 1270 An ethical dilemma in extending our horizon. web
• id 1271 The enlightenment matrix. web
• id 1272 The form of the social challenge. web
• id 1273 Mapping pressure groups. web
• id 1274 The investment matrix. web
• id 1275 Developing a green business portfolio. web
• id 1276 Environmental action rating scheme. web
• id 1277 Structure and development of multinational corporations. web
• id 1278 Types of international new ventures. web
• id 1279 International competitive benchmarking. web
• id 1280 Foreign direct investment of MNEs. web
• id 1281 Tap your subsidiaries for global reach. web
• id 1282 Sources of international competitive advantage. web
• id 1283 International development structures. web
• id 1284 Forms of foreign investment. web
• id 1285 Global vs. local location strategies. web
• id 1286 Implicit models of organisation. web
• id 1287 Explicit and implicit communication cultures.web
• id 1288 Dimensions of international culture #1. web
• id 1289 Dimensions of international culture #2. web
• id 1290 Dimensions of international culture #3. web
• id 1291 Dimensions of international culture #4. web
• id 1292 Forms of expatriate behaviour. web
• id 1293 National differences in strategic themes. web
• id 1294 Evolution levels of international employee development. web
• id 1295 Typical industries in four types of business. web
• id 1296 Global marketing responsibility matrix. web
• id 1297 Generic global marketing strategies. web
• id 1298 Determinants of international marketing strategy. web
• id 1299 Strategic alternatives in a global industry. web
• id 1300 Market coverage vs. asset distribution. web
• id 1301 The dimensions of international strategy. web
• id 1302 Globalisation - nine strategic windows. web
• id 1303 Business definition. web
• id 1304 The creative management model. web
• id 1305 Global enterprise system. web
• id 1306 The three dimensions that define a business. web
• id 1307 Enterprise model. web
• id 1308 Porters value chain. web
• id 1309 Management matrix. web
• id 1310 Balanced scorecard. web
• id 1311 Organisational framework. web
• id 1312 Competing values framework of management theories and roles. web
• id 1313 Business environment. web
• id 1314 A framework for understanding market evolution. web
• id 1315 Typology of processes. web
• id 1316 Comparison of various process initiatives. web
• id 1317 MIT model of business transformation. web
• id 1318 Ladders of mechanisms for vertical and horizontal linkage. web
• id 1319 Interrelationship matrix. web
• id 1320 Cray way Yin Yang. WEB
• id 1321 Areas management must address when faced with a crisis. web
• id 1322 How mean are the competitors around here? web
• id 1323 The nine performance variables. web
• id 1324 Threat box. web
• id 1325 The triage of environmental issues. web
• id 1326 Negotiation strategies. web
• id 1327 Stakeholder analysis matrix. web
• id 1328 A model for conflict-handling styles. web
• id 1329 Efficiency / effectiveness matrix. WEB
• id 1330 Classification of complex systems. web
• id 1331 Shared value activities and cost position. web
• id 1332 From quality circles to other forms of participation. web
• id 1333 From meddler to strategist. web
• id 1334 Connection between task, team and co-operation. web
• id 1335 Trade-off between efficiency and power. web
• id 1336 Jobs with different levels of discretion and specialisation. web
• id 1337 Integration-responsiveness framework. web
• id 1338 Integration - responsiveness grid. web
• id 1339 Four dimensions of bureaucracy and enthusiasm. web
• id 1340 Organisational investments. web
• id 1341 Risk model of start-up activities. web
• id 1342 The compass culture model. web
• id 1343 Competing values framework. web
• id 1344 The competing values model. web
• id 1345 The four core cultures. web
• id 1346 Harrison and Handy culture quadrants. web
• id 1347 The production / people grid. web
• id 1348 Double S cube. web
• id 1349 Deal & Kennedy culture quadrants. web
• id 1350 The cultural profile. web
• id 1351 Corporate images. web
• id 1352 Strategic pressures that determine work culture. web
• id 1353 A justice-based typology of organisational value structures. web
• id 1354 Culture and socialisation. web
• id 1355 The four core cultures. web
• id 1356 Cultural conformity and non-conformity. web
• id 1357 Strategic fit - cultural fit. web
• id 1358 Culture mapping. web
• id 1359 Assessing cultural risk. web
• id 1360 Cultural dilemma templates. web
• id 1361 Managing the strategy-culture relationship. web
• id 1362 Culture along a behavioural-conscious continuum. web
• id 1363 Effectiveness of different approaches to cultural change. web
• id 1364 Culture change programme timing. web
• id 1365 Organisational culture mix. web
• id 1366 Organisational behaviour map. web
• id 1367 Four ways of life. web
• id 1368 A typology of human values. web
• id 1369 Myers-Briggs Type Indicator. web
• id 1370 Hermann brain dominance instrument. web
• id 1371 The divisions of the brain. web
• id 1372 Hippocrates, Jung and Eysenck personality types. web
• id 1373 Jungs judgement and perception dimensions. web
• id 1374 Two connected states of thought and action. web
• id 1375 Conceptual framework of self-perception theory. web
• id 1376 Extreme thinking styles. web
• id 1377 Programmed behaviour. web
• id 1378 Forms of altruism. web
• id 1379 Stress and performance. web
• id 1380 Security and performance. web
• id 1381 Win - lose scenarios. web
• id 1382 Shaping, reinforcing and discouraging different behaviours. web
• id 1383 Values congruence and individual commitment. web
• id 1384 Four themes of political argument, and four schools of management thought. web
• id 1385 Support and control; dependencies and behaviour. web
• id 1386 Team performance and progression. web
• id 1387 Deliberate and unintentional discrimination. web
• id 1388 Human resource management roles. web
• id 1389 Types of personnel management. web
• id 1390 Modes of human resource management. web
• id 1391 Balancing roles in team design. web
• id 1392 Team development stages. web
• id 1393 Performance potential matrix. web
• id 1394 Typology of responses to job satisfaction. web
• id 1395 Cultural matrix for the evaluation of human resource programmes. web
• id 1396 Employee turnover. web
• id 1397 Sears appraisal measures. web
• id 1398 Interpersonal influence. web
• id 1399 Appraisal interaction model - interviewing styles. web
• id 1400 Four types of response to labour shortages. web
• id 1401 Categorisation of job evaluation schemes. web
• id 1402 Identification with key objectives and values. web
• id 1403 Labour market segmentation framework. web
• id 1404 Four management roles. web
• id 1405 The magnitude of change. web
• id 1406 Dimensions of change. web
• id 1407 The drivers of change. web
• id 1408 Impact / uncertainty matrix. web
• id 1410 Environmental uncertainty. web
• id 1411 Difficulty of different aspects of change. web
• id 1412 Dunphy-Stace change matrix #1. web
• id 1413 Dunphy-Stace change matrix #2. web
• id 1414 Change arena. web
• id 1415 Three types of change. web
• id 1416 Change issue analysis. web
• id 1417 Ecological view of strategic consequences of change. web
• id 1418 Levels of turbulence. web
• id 1419 Understanding strategic change; three essential dimensions. web
• id 1420 Business re-engineering represents a large change programme. web
• id 1421 The re-engineering spectrum. web
• id 1422 The pain / gain equation. web
• id 1423 Both the need and ability to change should be understood. web
• id 1424 Human response to change. web
• id 1425 Transition and change management. web
• id 1426 Adoption of change curve. web
• id 1427 Change management styles. web
• id 1428 Employee readiness for change. web
• id 1429 Change strategies and conditions for their use. web
• id 1430 The likelihood of change. web
• id 1431 Commitment mapping. web
• id 1432 The power and motivation to block change. web
• id 1433 Willingness and capability to change. web
• id 1434 Balancing forces in change. web
• id 1435 Understanding / energy change model. web
• id 1436 Transactional and transformational leadership in the organisational lifecycle. web
• id 1437 The organisational life-cycle. web
• id 1438 Formality of processes for change. web
• id 1439 Towards total quality. web
• id 1440 Corporate level resource allocation process. web
• id 1441 The climate for strategic change. web
• id 1442 Change options matrix. web
• id 1443 A transformation model. web
• id 1444 Different scenarios for a change programme. web
• id 1445 Pioneer-migrator-settler map. web
• id 1446 Forces that resist efforts to improve business. web
• id 1447 Emergent change matrix. web
• id 1448 Scope and responsiveness of change. web
• id 1449 Types of managed change processes. web
• id 1450 Contingency planning matrix. web
• id 1451 Planning configuration framework. web
• id 1452 The four kinds of project. web
• id 1453 Types of project. web
• id 1454 Impact - probability matrix. web
• id 1455 Responsibility chart. web
• id 1456 Uncertainty map. web
• id 1457 Project prioritisation matrix. web
• id 1458 Confidence - merit project selection matrix. web
• id 1459 Project uncertainty - distance grid. web
• id 1460 Behavioural model of task management. web
• id 1461 Project leader profile. web
• id 1477 Porters five forces, a model for industrial analysis. web
• id 1478 Porters vijf krachten. web
• id 1573 Modellen en technieken. pdf. 41 pag
• id 1591 Lean enterprise model. web
• id 1601 Kurt Lewins force field analysis, decision making made easy. pdf. 4 pag
• id 1604 Intercultural business communication. web
• id 1608 Project relationships and the stakeholder circle. pdf. 17 pag
• id 1619 Vragenlijst lerende organisatie. pdf. 8 pag
• id 1621 Werken aan kennis. pdf. 103 pag
• id 1640 Handreiking duurzaam inkopen. doc, 39 pag.
• id 1641 Checklist E-procurement. pdf, 6 pag.
• id 1650 Balanced scorecard voor inkoop. pdf, 16 pag.
• id 1659 Stappenplan leveranciersevaluatie. pdf, 4 pag.
• id 1660 Stappenplan prestatiewaarderingsmeting van kandidaat-leveranciers.pdf, 4 pag.
• id 1716 Analysis of variance (ANOVA). web
• id 1717 Analytical Hierarchy Process. ppt
• id 1721 Block Diagramming. ppt
• id 1722 Capability Maturity Models. ppt
• id 1730 Gantt Charts. ppt
• id 1731 Histograms. ppt
• id 1735 Mapping Supply Chains. ppt
• id 1736 Matrix Diagram. ppt
• id 1737 Multiple Lineair Regression. ppt
• id 1738 New Seven Tools for Quality Control. ppt
• id 1740 Process Maps. ppt
• id 1741 Reengineering. ppt
• id 1742 Quality is Free (Crosby). ppt
• id 1743 Casual forecasting. ppt
• id 1744 Six Sigma. ppt
• id 1745 Spider Charts. ppt
• id 1747 Performance Benchmarking. ppt
• id 1801 Concept inkoopplan. pdf, 8 pag.
• id 1910 Risico-rendement diagram. web
• id 1911 3 C-model van Kenichi Ohmae. web
• id 1912 Staafdiagram. web
• id 1913 Pareto diagram. web
• id 1914 Afvinklijst. web
• id 1915 Regelkaart. web
• id 1916 Stroomdiagram. web
• id 1917 Spreidingsdiagram. web
• id 1918 hiërarchisch visgraatdiagram. web
• id 1919 7 instrumenten voor kwaliteitsverbetering. web
• id 1920 A3 rapport. web
• id 1921 Verbetercyclus. web
• id 1922 kloofanalyse. web
• id 1923 Middel-doel analyse. web
• id 1924 Achterwaarts ontwerpen. web
• id 1925 Actiegeoriënteerd leiderschap. web
• id 1927 De 20 denksleutels van Tony Ryan, web KC
• id 1928 360-feedback. web
• id 1929 De 14 managementprincipes van Fayol, web
• id 1930 Brainstormen. web
• id 1931 Synectics. web
• id 1934 635 methode. web
• id 1936 Delphi methode. web
• id 1937 Battelle Bildmappen brainwriting. web
• id 1938 Brainwriting. web
• id 1939 Brainsketching. web
• id 1940 Component detailing. web
• id 1941 Collective notebook. web
• id 1942 Een dag uit het leven van... web
• id 1946 Kostprijsberekening op activiteitenbasis. web
• id 1947 De inkoopprocesmatrix. web
• id 1948 Adoptiechecklist. web
• id 1949 De zes denkhoeden van De Bono. web
• id 1950 Advocaat van de duivel. web
• id 1951 AIDA-techniek. web
• id 1953 Galerijmethode. web
• id 1972 Analytisch hiërarchisch proces. web
• id 2038 De Value Based Scorecard, Een waarde-georiënteerd prestatie meet- en stuurinstrument. pdf, 19 pag.
• id 2046 BOB-model voor goede besluitvorming. pdf, 2 pag.
• id 2060 Innovatiemanagementmodellen, pdf. 112 pag.
• id 2066 Hoe sterk is uw strategie? Tien testen. pdf. 3 pag.
• id 2127 Test uzelf op de verschillende managementrollen van Quinn. pdf, 10 pag.
• id 2153 Model consignatieovereenkomst. doc, 3 pag.
• id 2190 Van competentiedenken naar competentiebedrijf. pdf. 9 pag
• id 2192 7S model. web
• id 2193 Assumption surfacing and testing. web
• id 2194 Change audit. web
• id 2195 Clarimission. web
• id 2196 Five whys. web
• id 2198 After Action Review. pdf. 5 pag
• id 2199 Appreciative Inquiry. pdf. 5 pag
• id 2201 Briefing and Debriefing. pdf. 4 pag
• id 2202 Collegial coaching. pdf. 4 pag
• id 2203 Community of Practice. pdf. 6 pag
• id 2204 Critical Incident Technique, pdf. 4 pag
• id 2207 Dynamic Facilitation. web
• id 2208 Experience capitalization. pdf. 8 pag
• id 2209 Experience documentation. pdf. 7 pag
• id 2210 Good Practice. pdf. 4 pag
• id 2211 Horizontal evaluation. pdf. 6 pag
• id 2212 Knowledge fair. pdf. 4 pag
• id 2213 Knowledge map. pdf. 5 pag
• id 2215 Lessons learned. pdf. 5 pag
• id 2217 Open space. pdf. 6 pag
• id 2218 Collegiale raadpleging. pdf. 6 pag
• id 2219 Ritual Dissent. pdf. 3 pag
• id 2220 Storytelling. pdf. 5 pag
• id 2221 Visualisatie. pdf. 6 pag
• id 2222 World café. pdf. 6 pag
• id 2223 Yellow pages. web
• id 2234 Context Mapping Tools, Stakeholder Analysis. pdf. 2 pag
• id 2235 Context Mapping Tools, Krachtenveldanalyse. pdf. 2 pag
• id 2236 Context Mapping Tools, Policy network mapping. pdf. 2 pag
• id 2237 Context Mapping Tools, Influence mapping. pdf. 1 pag
• id 2245 Knowledge capture. web
• id 2246 Document repository. web
• id 2247 expert system. web
• id 2249 Kennismanagementspectrum. Web
• id 2250 Vastleggen van persoonlijke kennis. web
• id 2251 Knowledge elicitation interview. web
• id 2252 Brainstormen. web
• id 2253 Exit interview. web
• id 2254 Experience Capitalization. web
• id 2255 Kennisdistillatie. web
• id 2256 Enterprise collaboration solution. web
• id 2257 Taakroulatie. web
• id 2258 Job shadowing. web
• id 2259 Knowledge café. web
• id 2260 Knowledge fair. web
• id 2261 Blog. web
• id 2262 Instant messaging. web
• id 2263 Podcast. web
• id 2264 Wikis. web
• id 2265 Collegiale begeleiding. web
• id 2266 Story Telling. web
• id 2267 Leadership Transition Workshop. web
• id 2268 Structured On-the-Job Training. web
• id 2269 Peer Review. web
• id 2270 Critical Incident Reviews. web
• id 2376 Six-Sigma conversietabel. web
• id 2377 De 20 denksleutels van Tony Ryan. pdf. 46 pag.
• id 2381 Een marketingplan in 12 stappen. pdf. 4 pag.
• price band. web
• Prioriteiten stellen. pdf. 3 pag
• Product on a page - advert. web
• Risk assessment template. excel
• specialised asset case. web
• the radar screen model. web
• the tomato space. web

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Klik op een begrip voor een overzicht van experts bij dit trefwoord.

• interne klant
• 1,5 sigma shift
• 14 managementprincipes van Fayol
• 3 C's model van Kenichi Ohmae
• 360-graden feedback
• 540-graden feedback
• 635 methode
• 7 instrumenten voor kwaliteitsverbetering
• 7 S model van McKinsey
• 80-20 regel
• 8D probleemoplosmethode
• A3 rapport
• aandeelhouder
• aandeelhouderswaarde
• aandeelhouderswaarde analyse
• aankoopmatrix
• aankoopmotivatie
• aanname (veronderstelling)
• Abell, Derek
• Abell-model
• accessoires
• accountmanagement
• achterwaarts ontwerpen
• achterwaartse planning
• actie
• actie-item
• actiegeorienteerd leiderschap
• actiegericht leiderschap
• actielijst
• actieplan
• Adair, John
• ADL-matrix
• adoptie
• adoptiechecklist
• adoptiecurve
• adoptieproces
• adoptiesnelheid
• advocaat van de duivel
• afleren
• after action review
• afweging
• AIDA-techniek
• alliantie
• altruisme
• analyse
• analyse op exclusieve verkoopargumenten
• analyseren van het leerklimaat
• analytisch hiërarchisch proces
• anonimiseren
• Ansoff Matrix
• Ansoff's groeistrategieen
• Ansoff, Igor
• anticiperen
• arbeidsverdeling
• arrow diagramming
• assessing
• associatie
• autoriteit
• average chart
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• backward planning
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• Battelle Bildmappen brainwriting
• bcg portfolioanalyse
• beïnvloeden
• bedreiging
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• bedrijfsdoelstellingen
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• best practices
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• Blake, Robert
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• blog
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• Bono de, Edward
• boomdiagram
• borging
• Bovenste actiegrens
• brainsketching
• brainstormen
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• briefing
• bronnenstudie
• bruto rentabiliteit op het totale vermogen
• budgetteren op activiteitenbasis
• bureaucratie
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• campagne
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• centralisatie
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• check sheet
• coördinator
• collective notebook
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• component
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• concept mapping
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• concurrentie
• concurrentiestrategietheorie (Porter)
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• conflict
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• consignatie
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• context
• contextcartografie
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• contingentieplanning
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• corporate accountability
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• correlatie
• count of defects chart
• creatief denken
• creatieve methoden en technieken
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• crisis
• criteria
• critical incident
• critical incident strategy
• critical incidents methode
• Crosby, Philip
• culturele dimensietheorie van Hofstede
• cultuur
• cultuurcyclus van Handy
• cultuurtypologie van Harrison
• customer marketing methode van Curry
• dashboard
• data
• de 20 denksleutels van Tony Ryan
• de drie grondslagen van positionering
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• debriefing
• decompositie
• delegatie
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• Delphi methode
• Delphi proces
• Deming cyclus
• denken
• design failure mode effects analysis
• design for manufacturability and assembly
• differentiatiestrategie
• dimensie
• directe kosten
• discipline
• discriminatie
• document repository
• doel
• doelmatigheid
• doelstellingen
• domein
• dominant design
• dualitische merkenstrategie
• duurzaam bouwen
• duurzaam inkopen
• duurzaam ondernemen
• duurzaamheid
• dynamic facilitation
• e-commerce
• e-mail/discussielijst
• economische toegevoegde waarde
• een dag uit het leven van
• eenheid van beleid
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• eerlijke beloning
• effectief (doeltreffend)
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• elektronisch inkopen
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• ethiek
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• Excel
• executive dashboard
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• exogeen
• experience capitalization
• experience documentation
• experts directory
• expertsysteem
• exploratief onderzoek
• extended marketingmix van Booms en Bitner
• externe analyse
• familiemerkenstrategie
• Fayol, Henry
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• flexibiliteit
• focusgroep
• focusstrategie
• frequentie
• functionele projectorganisatie
• galerijmethode
• Gantt bar
• Gantt, Henry
• gantt-kaart
• GE portfolio analyse
• gebruiker
• gebruikers van het projectresultaat
• gedecentraliseerde besluitvorming
• gedrag
• gedrag van de organisatie
• gedragsgericht interview
• gegevensstroomdiagram
• gele hoed
• gewijzigde herhalingsaankoop
• gidsgebruikers
• globalisering
• Gordon, William J.J.
• grafiek
• grafiek van mogelijkheden
• Greiner, Larry E.
• groeifasenmodel van Greiner
• groene hoed
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• Handy, Charles
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• Hersey, Paul
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• hiërarchisch visgraatdiagram
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• houding
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• idee
• ideeënuitwisseling
• ideeontwikkeling
• image board
• imaginatie
• incompatibel
• indirecte kosten
• individuele begeleiding
• influence mapping
• informatiesysteem
• initiatief
• INK fasenmodel
• INK managementmodel voor kwaliteit
• inkoopbeheersing
• inkoopplan
• inkoopproces
• inkoopprocesmatrix
• innovatie
• innovatiecirkel van Berenschot
• innoveren
• inspectie
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• integrale kwaliteitszorg
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• interview
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• intervisie
• investeren
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• invoer
• Ishikawa diagram
• Ishikawa, Kaoru
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• kennis beheren
• kennis distribueren
• kennis genereren
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• kennis toepassen
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• kenniscafe
• kennisdelen
• kennisdistillatie
• kenniselicitatie
• kenniskaart
• kenniskloof
• kennismanagement
• kennismanagement assessment
• kennismanagementspectrum
• kennisnetwerk
• kennissteward
• kennisstromen
• kenniswerkgemeenschap
• kerncompetentie
• kerncompetentieweb
• keten
• klant
• klant tevredenheidsonderzoek
• klantrelatie
• klanttevredenheid
• kloofanalyse
• knowledge base
• knowledge mapping
• knowledge model
• Kolb, David A.
• kolommendiagram
• kosten per eenheid
• kosten van non-kwaliteit
• kosten vanwege slechte kwaliteit
• kostenveroorzaker
• kostprijsberekening
• kostprijsberekening op activiteitenbasis
• Kotler, Philip
• Kotter, John
• krachtenveldanalyse
• kritieke pad
• kritieke pad planning
• kritieke padmethode
• kritische succesfactoren
• kritische vriend
• kwalificaties
• kwaliteit
• kwaliteitsborging
• kwaliteitscontrole
• kwaliteitskosten
• kwaliteitskosten onderzoek
• kwaliteitskring
• kwaliteitsverbetering
• kwaliteitsverbeteringsprogramma
• kwaliteitszorg
• lagging indicators
• leading indicators
• lean manufacturing
• lean Six Sigma
• Leavitt, Harold
• leercultuur
• leercyclus van Kolb
• leernetwerk
• leerstijlen
• leider
• leiderschap
• leiderschapsstijlen van Lewin
• leiderschapsstijlen van Likert
• leren
• lerende organisatie
• lessons learned
• levenscyclus
• levenscyclus van de organisatie
• leveranciersanalyse
• leveranciersaudit
• leveranciersbeoordeling
• leveranciersclassificatie
• leveranciersclassificatie
• leveranciersdoorlichting
• leveranciersevaluatie
• leveranciersmanagement
• leveranciersselectie
• leveringsketen
• Lewin, Kurt
• lijn van bevoegdheden
• likert schaal
• Likert, Rensis
• maba portfolio analyse
• macht
• make-or-buy decision
• management grid Blake & Mouton
• managementrapportage
• managementrollen
• managementrollen van Quinn
• managementstijl
• managen op resultaat
• manager
• mapping
• marketing
• marketing planning
• marketingbeleid
• marketingformule (4 Ps)
• marketingplan
• marketingplanning
• marketingstrategie
• marktaandeel
• marktgedreven
• marktonderzoek
• marktpenetratie
• marktsegmentatie
• matrix
• matrix diagram
• matrix diagram method
• matrix leiderschapsstijl
• matrix responsibilities
• matrixorganisatie
• McGregor, Douglas
• mentoring
• merk
• merkenstrategie
• merkmanagement
• merktrouw
• metafoor
• methode
• middel-doel analyse
• mijlpaal
• mindmap
• mindmapping
• missie
• missieverklaring
• model
• morphologische kaart
• Mouton, Jane
• multiple lineair regression
• netwerk
• new task purchase
• norm (standaard)
• number defective chart
• observatie
• octrooi
• offerte
• offerteprocedure
• Ohmae, Kenichi
• omgeving
• onderhandelen
• onderhandelen
• ondernemer
• ondernemerschap
• ondernemingsplan
• onderscheidende competentie
• onderste actiegrens
• onmogelijkheidslijn
• ontwerp
• ontwikkelingsplan
• onzekerheid
• oorzaak-gevolg diagram
• oorzaken relatie diagram
• open innovatie
• open space
• opsplitsing
• optie criteria matrix
• organisatie
• organisatieontwerp
• organizational learning models
• Osborn's checklist
• Osborn, Alex
• outplacement
• overhead waarde analyse
• Pareto diagram
• Pareto, Wilfredo
• Pareto-analyse
• pdm-blokkendiagram
• peer coaching
• perceptie
• personeelsontwikkeling
• persoonlijk opleidings- en ontwikkelingsplan
• persoonlijkheid
• pestel analyse
• Peters, Tom
• pijlendiagram
• pijlendiagram methode
• plan b
• plannen
• planning
• planningscyclus
• planningsmethode
• podcast
• policy network mapping
• portefeuille
• Porter's waardeketen
• Porter, Michael
• portfolioanalyse
• portfoliomanagement
• precedence diagramming
• precedence network
• precedence notation
• precedence relationship
• precies-op-tijd
• presentatie
• pressiegroepen
• prestatie
• prestatie-indicator
• prestatiekloof
• prestatiemanagement
• prestatiemeting
• prestatienorm
• prijsstelling (prijszetting)
• prikkelwoordentechniek
• primaire activiteit
• Prince, George M.
• prioriteit
• prioriteitenplanning
• prioriteren
• probleem
• probleemanalyse
• probleemoplossing
• probleemoplossingsbenadering
• procedure
• proces
• procesherontwerp
• proceskaart
• process decision program chart
• process mapping
• product-markt matrix
• productbeheer
• productiegericht ontwerp
• productiekosten
• productievolume
• productiviteit
• productlevenscyclus
• productlijn
• productontwikkeling
• productontwikkelingsproces
• productstroomdiagram
• professioneel
• profiel
• prognosticeren (voorspellen)
• programma van eisen
• programmastroom diagram
• project
• projectbelanghebbende
• projectdefinitie
• projectevaluatie
• projectinformatie management
• projectinitiatie document
• projectlevenscyclus
• projectmanagement
• projectorganisatie
• projectportfolio
• projectresultaat
• projectselectie
• projectvoorstel
• proportion defective chart
• prototype
• puntsgewijze reactie
• quality function deployment
• Quinn, Robert
• r-diagram
• radardiagram
• randvoorwaarden
• red teaming
• reflectie
• regelkaart
• relatiediagram
• relatiekaart
• representatief
• respondent
• risico
• risico-rendement afweging
• risicobepaling
• risicologboek
• risicomanagement
• ritual dissent
• roadmapping
• rode hoed
• Rogers, Everett, M.
• routinematige aankoop
• Ryan, Tony
• S**2-chart
• s-curve
• S-curve (technologische)
• s-diagram
• samenwerking
• samenwerking
• scenario
• schrijvend expliciteren
• scoop
• searching externally
• searching internally
• second opinion
• secundaire activiteit
• selectie
• self assessment
• semantiek
• semantisch netwerk
• share fair
• shewhart cyclus
• Shewhart, Walter A.
• Simon, Herbert
• simulatie
• sitting next to Nellie
• situationeel leiderschapsmodel Hersey & Blanchard
• six sigma
• speciale oorzaken van variatie
• specificatie
• spreidingsdiagram
• staafdiagram
• stabiliteit van het personeelsbestand
• stage gate ontwikkelingsmodel
• stakeholdersgedreven innovatiestrategie
• standaard
• start-up
• steekproefgrootte
• sterkte
• sterkte-zwakteanalyse
• sterkte/zwakte analyse
• storingssoort- en -gevolgenanalyse
• storytelling
• strategie
• strategie, productontwikkeling
• strategieklok van Bowman
• strategische alliantie
• strategische analyse
• strategische business unit
• strategische fit
• strategische kloof
• strategische kloof-analyse
• strategische planning
• strokenplanning
• stroomdiagram
• succesfactor
• supervisie
• sustainability
• swot-analyse
• swot-matrix
• synectics
• synergie
• taak
• taakroulatie
• taxonomie
• team
• team
• teambuilding
• teamontwikkeling
• teamrollen
• teamrollen van Belbin
• teamwerk
• technieken voor (idee)evaluatie en selectie
• technieken voor ideegeneratie
• technologie
• technologiegedreven
• tertiaire activiteit
• terugkoppeling
• test case generator
• testen, ontwerp
• theorie X
• theorie Y
• toegevoegde waarde
• toewijzing
• totaal kwaliteitsbeheer
• training
• training on the job
• transactioneel leiderschap
• transformationeel leiderschap
• transitie
• Treacy, Michael
• trendanalyse
• trendsetter
• TRIZ
• tweeslachtigheid
• uitbesteden
• uittredingsdrempels
• universeel
• value based scorecard
• value engineering
• variabele
• variantieanalyse
• variatie
• vastleggen van persoonlijke kennis
• verandering (wijziging)
• veranderingsbereidheid
• veranderingsproces
• veranderkwadranten van Berenschot
• verandermanagement
• verandermatrix van Peter Camp
• verantwoordelijkheid
• verantwoordelijkheidsmatrix
• Verbetercyclus
• vergadering
• vergelijking
• vertekening
• verticale integratie
• verticale relatie
• vertrouwen
• vierpuntsschaal
• vijf keer waarom analyse
• vijf krachtenmodel van Porter
• vijfpuntsschaal
• visgraatdiagram
• visie
• visualisatie
• volgorde diagram
• voorspellen
• vragenlijst
• waarde
• waardeanalyse
• waardebepaling
• waardecreatie
• waardedisciplines van Treacy en Wiersema
• waardemaatstaf
• waardemanagement
• waarderend onderzoeken
• waardestuwer
• wandelgangen
• Waterman, Robert
• weerstand interventiestrategie van Kotter en Schlesinger
• weerstandmodel van Zaltman en Duncan
• wegingsfactor
• weten waarom
• Wiersema, Fred
• wijzigingsbeheer
• wiki
• winners
• winst is een idee, contanten een feit
• witte denkhoed
• workshop
• world café
• yellow pages (white pages)
• zelfreflectie-instrument
• zes denkende hoofddeksels
• zevenpuntsschaal
• zwakte
• zwarte hoed

Op dit tabblad vindt u een overzicht van thema's, waarvoor wij een of meer gereedschap beschikbaar hebben.
Klik op een trefwoord voor een overzicht van experts bij dit trefwoord.

• Kerncompetentie (core competency) >> Inkoop (purchase)
• Kerncompetentie (core competency) >> Innoveren (innovate) >> Innoveren, creativiteit (innovate, creativity)
• Kerncompetentie (core competency) >> Innoveren (innovate) >> Innoveren Algemeen (innovate, general)
• Kerncompetentie (core competency) >> Internationale Handel (international trade)
• Kerncompetentie (core competency) >> Leiderschap (leadership)
• Kerncompetentie (core competency) >> Marketing (marketing) >> Marketing Algemeen
• Kerncompetentie (core competency) >> Marketing (marketing) >> Marktonderzoek (market research)
• Kerncompetentie (core competency) >> Marketing (marketing) >> Merk (brand)
• Kerncompetentie (core competency) >> Marketing (marketing) >> Product (product)
• Kerncompetentie (core competency) >> Ondernemen (undertake)
• Kerncompetentie (core competency) >> Onderzoek (research)
• Kerncompetentie (core competency) >> Productie (production) >> Lean Manufacturing (lean manufacturing)
• Kerncompetentie (core competency) >> Productie (production) >> Productie, Algemeen (production, general)
• Kerncompetentie (core competency) >> Productie (production) >> Techniek (technics)
• Kerncompetentie (core competency) >> Productontwikkeling (product development)
• Kerncompetentie (core competency) >> Verkoop (sales)
• Management (management) >> * - management >> Prestatiemanagement (performance management)
• Management (management) >> * - management >> Projectmanagement (project management) >> Afbakening (scope)
• Management (management) >> * - management >> Projectmanagement (project management) >> Informatie (information)
• Management (management) >> * - management >> Projectmanagement (project management) >> Management (management)
• Management (management) >> * - management >> Projectmanagement (project management) >> Omgeving (environment)
• Management (management) >> * - management >> Projectmanagement (project management) >> Organisatie (organization)
• Management (management) >> * - management >> Projectmanagement (project management) >> Projectmanagement, Algemeen (project management, general)
• Management (management) >> * - management >> Projectmanagement (project management) >> Resultaat (results)
• Management (management) >> * - management >> Projectmanagement (project management) >> Risico (risk)
• Management (management) >> * - management >> Projectmanagement (project management) >> Tijd (time)
• Management (management) >> * - management >> Team-management (team management)
• Management (management) >> * - management >> Verandermanagement (change management)
• Management (management) >> * - management >> Zelfmanagement (self management) >> Denken en Redeneren (thinking and reasoning)
• Management (management) >> * - management >> Zelfmanagement (self management) >> Persoonlijke Ontwikkeling (personal development)
• Management (management) >> * - management >> Zelfmanagement (self management) >> Time-management (time management)
• Management (management) >> * - management >> Zelfmanagement (self management) >> Zelfmanagement Algemeen
• Management (management) >> Management Algemeen (management, general)
• Management (management) >> Managementpraktijk (management practice) >> Best practices (Best practices)
• Management (management) >> Managementpraktijk (management practice) >> managementtechnieken (management techniques)
• Management (management) >> Managementtheorie (management theory) >> Auteurs (authors)
• Management (management) >> Managementtheorie (management theory) >> Theorie, Algemeen (theory, general)
• Management (management) >> Managen (to manage) >> Analyseren (to analyse)
• Management (management) >> Managen (to manage) >> Beslissen (to decide)
• Management (management) >> Managen (to manage) >> Onderhandelen (to negotiate)
• Management (management) >> Managen (to manage) >> Organiseren (to organize)
• Management (management) >> Managen (to manage) >> Plannen (to plan)
• Omgeving (environment) >> Mens & Maatschappij (man & society)
• Ondersteunende systemen (support systems) >> * - Administratie (administration) >> Financiële administratie (financial administration)
• Ondersteunende systemen (support systems) >> Juridische zaken (legal affairs) >> Juridische Zaken, Algemeen (legal affaires, general)
• Ondersteunende systemen (support systems) >> Logistiek (logistics) >> Voorraad (inventory)
• Ondersteunende systemen (support systems) >> Onderzoek (research) >> Onderzoek, Algemeen (research, general)
• Ondersteunende systemen (support systems) >> Onderzoek (research) >> Statistiek (statistics)
• Organisatie (organisation) >> Besluitvorming (decision making) >> Besluitvorming, Algemeen (decision making, general)
• Organisatie (organisation) >> Cultuur (culture)
• Organisatie (organisation) >> Doelstelling (objectives)
• Organisatie (organisation) >> Missie (mission)
• Organisatie (organisation) >> Organisatie, Algemeen (organisation, general)
• Organisatie (organisation) >> Organisatieontwerp (organizationla design)
• Organisatie (organisation) >> Organisatieontwikkeling (organizational development)
• Organisatie (organisation) >> Organisatiestructuur (organizational structure) >> Processen (process)
• Organisatie (organisation) >> Strategie (strategy) >> Beleidsontwikkeling (policy development)
• Organisatie (organisation) >> Strategie (strategy) >> Planvorming (plan development)
• Organisatie (organisation) >> Strategie (strategy) >> Strategie, Algemeen (strategy, general)
• Randvoorwaarden (prerequisites) >> Communicatie (communication)
• Randvoorwaarden (prerequisites) >> Financien (finance) >> Kosten en Kostprijs (costs and cost)
• Randvoorwaarden (prerequisites) >> Informatie (information) >> Informatie, Algemeen (information, general)
• Randvoorwaarden (prerequisites) >> Informatie (information) >> Informatietechnologie (information technology)
• Randvoorwaarden (prerequisites) >> Informatie (information) >> Internet (internet)
• Randvoorwaarden (prerequisites) >> Personeel (Work force) >> Arbeidsomstandigheden (working conditions)
• Randvoorwaarden (prerequisites) >> Personeel (Work force) >> Arbeidsorganisatie (labor organization)
• Randvoorwaarden (prerequisites) >> Personeel (Work force) >> Personeel, Algemeen (work force, general)
• Randvoorwaarden (prerequisites) >> Personeel (Work force) >> Personeelsbegeleiding (employee support)
• Randvoorwaarden (prerequisites) >> Personeel (Work force) >> Personeelsontwikkeling (staff development)
• Randvoorwaarden (prerequisites) >> Personeel (Work force) >> Uitstroom (depart)
• Zorgsystemen (care systems) >> Kennis (knowledge) >> Afstoten (knowledge discarding)
• Zorgsystemen (care systems) >> Kennis (knowledge) >> Beheren (knowledge control)
• Zorgsystemen (care systems) >> Kennis (knowledge) >> Behoefte bepalen (knowledge need identification)
• Zorgsystemen (care systems) >> Kennis (knowledge) >> Denken en Redeneren (thinking and reasoning)
• Zorgsystemen (care systems) >> Kennis (knowledge) >> Distribueren (knowledge transfer)
• Zorgsystemen (care systems) >> Kennis (knowledge) >> Genereren (knowledge creation)
• Zorgsystemen (care systems) >> Kennis (knowledge) >> Inventariseren (knowledge inventory)
• Zorgsystemen (care systems) >> Kennis (knowledge) >> Kennismanagement, Algemeen (knowledge management, general)
• Zorgsystemen (care systems) >> Kennis (knowledge) >> Leren (learning)
• Zorgsystemen (care systems) >> Kennis (knowledge) >> Toepassen (knowledge apply)
• Zorgsystemen (care systems) >> Kennis (knowledge) >> Verwerven (knowledge acquisition)
• Zorgsystemen (care systems) >> Kwaliteit (quality)
• Zorgsystemen (care systems) >> Kwaliteit (quality) >> Kwaliteit, Algemeen (quality, general)
• Zorgsystemen (care systems) >> Kwaliteit (quality) >> Six Sigma (six sigma)
• Zorgsystemen (care systems) >> Rendement (efficiency)
• Zorgsystemen (care systems) >> Risico (risk) >> Risico, Algemeen (risk, general)