white space

In

in the beginning there was nothing…

then there was…

light

1st DAY

2nd DAY

3rd DAY

4th DAY

5th DAY

6th DAY

7th DAY

1.111,111th DAY

—3C’s Model

—3rd Party Logistics

—4S Web Marketing Mix

—7-Ps – Extended Marketing Mix

—7S Framework – McKinsey

—14 Principles of Management —8D Problem Solving

—Absorption Costing

—Action Learning

—Activity Based Costing

—ADL Matrix

—Affiliate Marketing

—Analogical Strategic Reasoning

—Analytical CRM

—Appreciative Inquiry

—ARIMA

—The Ashridge Mission Model —Attribution Theory

—Balanced Scorecard

—Baldridge Award

—Bases of Social Power

—Bass Diffusion Model

—BCG Matrix

—Belbin Team Roles

—Benchmarking

—Beyond Budgeting

—Blue Ocean Strategy

—Bottom of the Pyramid

—Brand Asset Valuator

—Brand Identity Prism

—Brand Personality Dimensions

—Break-even Point Analysis

—Brainstorming

—Bridging Epistemologies

—Business and ICT (Level of Problem Alignment)

—Business Intelligence

—Business Modelling

—Business Process Reengineering

—The Capability Maturity Model

—Capital Asset Pricing Model

—Cash Flow from Operations Ratio

—Cash Flow Return on Investment

—Cash Ratio

—Cash Value Added

—Catalytic Mechanisms

—Catastrophe Theory

—The Causal Model of Organisational Performance and Change

—Cause and Effect Diagrams

—Centralization and Decentralization

—Change Equation

—Change Management Iceberg —Change Phases

—Charismatic Leadership

—Clarkson Principles

—Clicks and Mortar / Bricks and Clicks Strategy

—Coaching

—Co-Creation

—Competing Values Framework

—Competitive Advantage

—Compound Annual Growth Rate

—Core Competence

—Core Group Theory

—Corporate Reputation Quotient

—Cost of Capital

—Cost of Equity

—Costing – Direct, Variable and Marginal

—Cost-Benefit Analysis

—CPFR – Collaborative Planning, Forecasting and Replenishment

—Crisis Management

—CSF’s and KPI’s

—Cultural Dimensions

—Cultural Intelligence

—Levels of Culture

—Culture Types

—Current Ratio

—Customer Relationship Management

—Customer Satisfaction Model

—Delphi Method

—Debt to Equity Ratio

—Dialectic Inquiry

—Diamond Model

—The DICE Framework

—Dimensions of Change

—Dimensions of Relational Work

—Direct Marketing

—Discounted Cash Flow

—Disruptive Innovation

—Distinctive Capabilities

—Dividend Payout Ratio

—DuPont Model

—Dynamic Regression

—Earned Value Management

—Earnings before Interest and Tax

—Earnings per Share

—EBITDA

—Economic Margin

—Economic Value Added

—Eight Attributes of Management Excellence

—Emotional Intelligence

—Enterprise Architecture

—EPIC Advisers

—ERG Theory

—European Foundation for Quality Management

—Expectancy Theory

—Experience Curve Effect

—Excess Return

—Exploratory Factor Analysis —Exponential Smoothing

—Facilitation Style

—Fair Value Accounting

—Five Competitive Forces

—Five Disciplines

—Force Field Analysis and Diagram

—Forget Borrow Learn

—Fourteen Points of Management

—Framing

—Free Cash Flow

—Game Theory

—Gantt Chart

—Gestalt Theory

—Gross Profit Percentage

—Groupthink

—Growth Phases

—Hawthorn Effect

—Hierarchy of Needs

—Horizontal Integration

—HoshinKanri Planning

—Human Capital Index

—IC Rating of Intellectual Capital

—Impact/Value Framework

—Inclusive Value Measurement —Innovation Adoption Curve

—Intangible Assets Monitor

—Internal Rate of Return

—International Accounting Standards

—Intrinsic Stakeholder Commitment

—IPMA Competence Baseline

—Johari Window

—Just-in-time Philosophy

—Kaizen

—Kepner-Tregoe Matrix

—Key Performance Indicators —Knowledge Management

—Kraljic Model

—Leadership Continuum Model

—The Leadership Pipeline

—Leadership Styles

—Level 5 Leadership

—Leveraged Buy-out

—Levers of Control

—Liquidation Value

—MAGIC

—Management Buy-out

—Management by Objectives

—The Managerial Grid

—Managing Successful Programmes

—Managing for Value

—Marketing Mix

—McKinsey Matrix

—Mechanistic and Organic Systems

—Mentoring

—Mergers and Acquisitions

—Metaplan

—Mind Mapping

—Model of Personal Power

—Moral Purpose

—Multi-channel Marketing

—MVA – Market Value Added —Net Operating Profit after Tax

—Net Present Value

—The Office of Strategy Management

—OODA Loop

—Operating Profit Percentage —Operational CRMOperations Research

—OPM3

—Organisation Charts

—Organizational Configurations

—Organizational Memory

—Outsourcing

—PAEI Model

—Parenting Advantage

—Parenting Styles

—Path-Goal Theory

—Payback Period

—P/E Ratio

—PEG Ratio

—People CMM

—Performance Management

—Performance Prism

—Performance Risk and Valuation Investment Technology

—PEST Analysis

—Plausibility Theory

—PMBOK

—POSDCORB

—Positive Deviance

—Prince 2

—Principles of the Network Economy

—Principles of Reinvention

—Product Life Cycle

—Product/Market Grid

—Profit Pools

—The Program Management Maturity Model (PMMM)

—The Pyramid Principle

—Quick Ratio

—RACI

—Real Options

—Regression Analysis

—Relationship Marketing

—Relative Value of Growth

—Resource Based View

—Result Oriented Management —Results-based Leadership

—Return on Capital Employed

—Return on Equity

—Return on Invested Capital

—Return on Investment

—Return on Net Assets

—Reverse, Breakaway, Stealth Positioning

—Root Cause Analysis

—Risk-adjusted Return on Capital

—Rule of Three

—Scenario Planning

—Scientific Management

—SECI Model

—Servant-Leadership

—SERVQUAL Methodology

—Seven Habits

—Seven Signs of Ethical Collapse

—Seven Surprises for New CEO’s

—Shareholder Value Perspective

—Situational Leadership Model —Six Change Approaches

—Six Sigma

—Six Thinking Hats

—Skandia Navigator

—Soft System Methodology

—Spiral Dynamics

—Spiral of Silence

—The Stage-Gate Model

—The Stages of Team Development

—Stakeholder Analysis

—Stakeholder Mapping

—Stakeholder Value Perspective

—Strategic Alignment

—Strategic Intent

—Strategic Schools of Thought —Strategic Stakeholder Management

—Strategic Triangle

—Strategy Dynamics

—Strategy Maps

—Strategic Thrusts

—The Four Strategic Types

—STRATPORT

—SWOT Analysis

—Systems Thinking, Systems Dynamics

—Team Management Profile

—Theory of Constraints

—Theory of Needs

—Theory of Planned Behaviour —Theory X Theory Y

—Three Dimensional Business Definition Model

—Time Distance Complexity Matrix

—Total Business Return

—Total Cost of Ownership

—Total Quality Management (The PDCA Cycle)

—Total Shareholder Return

—Training within Industry

—Trajectory of Industry Change

—Turnaround Management

—Twelve Principles of the Network Economy

—Two Factor Theory and KITA

—US GAAP

—Value Based Management

—The Value Chain

—Value Creation Index

—Value Disciplines

—Value Engineering

—Value Mapping

—The Value Net, Co-opetition —Value Profit Chain

—Value Reporting Framework —Value Stream Mapping

—Vendor Managed Inventory

—Vertical Integration

—Weighted Average Cost of Capital

—Whole Brain Model

—Z-Score Formula

Source: Management Tools, Management Theory and Management Concept,

http://www.mymanagementtools.com/list-of-management-tools-included.html

induced CHAOS

Who am I?

reproduction

reproduction

If there would

exist one unique

successful

(innovation)

process, do you

really think that I

would share it

with you?

Is my company singular?

Do I want to be singular?

How unique are you?

White space is

everyone's space;

only who will smutch

it, will leave his identity

and understand its power

and uniqueness.

White space is a negative

space it is where nothing

appears to be but everything

is born.

It is a space where the achieved

past is valorized, the present

explored and a unique future

created.

White space is a free space that

allows the creation of a unique

structure for insight generation

and implementation for each

organization.

SMUTCHexperiment EVERYTHING

create WHATEVER

limit NOTHING

explore WHAT YOU LIKE

leave YOUR PERSONALITY

deconstruct IDEAS

reconstruct PREMISSES

extrapolate EVERYHTING

create VALUE

accept NEW UNDERSTANDING

combine THE UNTHINKABLE

Anderson Penha@anderson_penha

Marcelo Fernandes@fernandes2050

André Coutinho@andrehcoutinho

Daniel Egger@daniel_egger