CPSM Exam 3 cheat sheet

Situational leadership (Hersey-Blanchard): match style to follower readiness - telling (low readiness), selling, participating, delegating (high readiness); style is chosen per task, not per person.

Transformational leadership = idealized influence, inspirational motivation, intellectual stimulation, individualized consideration (four I's); transactional leadership trades rewards for performance and manages by exception.

Goleman's six leadership styles: coercive, authoritative (visionary), affiliative, democratic, pacesetting, coaching; authoritative and affiliative correlate most strongly with positive climate.

Emotional intelligence components (Goleman): self-awareness, self-regulation, motivation, empathy, social skill - self-awareness is the foundation others build on.

Tuckman team stages: forming, storming, norming, performing, adjourning; leaders shift from directing (forming) to delegating (performing).

Servant leadership (Greenleaf) inverts the pyramid: leader serves followers first; test is whether those served grow as persons and become healthier, wiser, freer, more autonomous.

Five bases of power (French & Raven): legitimate, reward, coercive, expert, referent; expert and referent power produce commitment, coercive power produces compliance or resistance.

Blake-Mouton managerial grid axes: concern for people (vertical) and concern for production (horizontal); 9,9 team management is the ideal, 1,9 country club, 9,1 task, 1,1 impoverished, 5,5 middle-of-the-road.

Kotter's eight steps in order: urgency, guiding coalition, vision and strategy, communicate the vision, empower action/remove barriers, short-term wins, consolidate gains, anchor in culture; skipping steps or declaring victory early causes regression.

Lewin's three-stage model: unfreeze (create readiness, reduce restraining forces), change (move), refreeze (reinforce new norms); change is a shift in force field equilibrium, not a push.

Force-field analysis (Lewin): driving forces for change versus restraining forces against it; lowering restraining forces produces less resistance than raising driving forces.

ADKAR (Prosci) sequence is individual, not organizational: Awareness, Desire, Knowledge, Ability, Reinforcement - a person cannot skip a stage; the first unmet stage is the barrier point.

Kübler-Ross-derived transition curve: shock/denial, anger/frustration, bargaining, depression, acceptance/experimentation; productivity dips in the middle and recovers only with support.

Bridges' transition model distinguishes change (external, situational) from transition (internal, psychological): endings, neutral zone, new beginnings - the neutral zone is where innovation and confusion coexist.

Resistance is data, not defiance: sources include loss of competence, loss of status, increased workload, and perceived inequity; address the specific source rather than communicating more generally.

Commitment curve: awareness, understanding, positive perception, adoption, institutionalization; communication must be repeated roughly seven times and through multiple channels before adoption.

Automation hierarchy: digitize (convert analog to digital data), automate (rule-based repetition), augment (human plus machine decision support), autonomize (self-directed systems); each level requires higher data quality and governance.

Technology adoption lifecycle segments: innovators (2.5%), early adopters (13.5%), early majority (34%), late majority (34%), laggards (16%); the chasm sits between early adopters and early majority.

Pilot-to-scale rule: a transformation pilot is successful only if it defines a scaling path (data, process, people, budget) before the pilot ends; pilots that never scale are the most common failure mode.

Data maturity stages: descriptive (what happened), diagnostic (why), predictive (what will happen), prescriptive (what to do); most organizations stall at descriptive reporting.

Cloud service models shift responsibility: IaaS (customer manages OS and up), PaaS (customer manages app and data), SaaS (provider manages all but configuration and user data).

Legacy modernization options ranked by risk: rehost (lift and shift), replatform, refactor/re-architect, retire, retain; refactoring carries the highest cost and benefit.

Digital transformation is a business-model change, not an IT project: it alters customer experience, operating processes, and business model - the three axes of true transformation.

RPA is best for high-volume, rule-based, stable, structured-data tasks; it fails on judgment-intensive, exception-heavy, or rapidly changing processes.

Triple bottom line (Elkington): people, planet, profit - report performance on social, environmental, and economic dimensions, not financial alone.

Materiality assessment ranks ESG topics by stakeholder importance versus business impact; only topics in the high-high quadrant are material for reporting.

GHG Protocol scopes: Scope 1 direct emissions from owned sources, Scope 2 purchased energy, Scope 3 value-chain emissions (upstream and downstream); Scope 3 usually dominates the footprint.

Science-based target = emissions reduction consistent with limiting warming to 1.5°C (or well below 2°C), validated against a recognized methodology; typically a near-term target of about 10 years plus a net-zero long-term target.

Circular economy (Ellen MacArthur): design out waste and pollution, keep products and materials in use, regenerate natural systems; it replaces take-make-dispose linearity.

Net zero means residual emissions balanced by removals; carbon neutral allows offsets without deep reduction - the two are not interchangeable.

ESG reporting frameworks: GRI (impact materiality, broad stakeholders), SASB/ISSB (financial materiality, investors), TCFD (climate risk governance, strategy, risk management, metrics and targets).

CSRD requires double materiality: report both how sustainability issues affect the company financially and how the company impacts people and environment.

SWOT is only an analysis; the TOWS matrix converts it into strategy: SO (maxi-maxi), ST, WO, WT (mini-mini) pairings of internal and external factors.

Porter's generic strategies: cost leadership, differentiation, and focus (cost focus or differentiation focus); being stuck in the middle yields below-average profitability.

Porter's Five Forces: rivalry, supplier power, buyer power, threat of new entrants, threat of substitutes; a sixth force often added is complementors.

VRIO test for sustainable competitive advantage: Valuable, Rare, costly to Imitate, Organized to capture value - failing any criterion caps the resource's advantage.

Ansoff growth matrix: market penetration (existing product/existing market), product development (new product/existing market), market development (existing product/new market), diversification (new/new, highest risk).

BCG matrix axes: market growth (vertical) and relative market share (horizontal); cells are star, cash cow, question mark, dog - cash cows fund stars and selected question marks.

SMART objectives: specific, measurable, achievable, relevant, time-bound; strategy without measurable objectives cannot be tracked or corrected.

Balanced Scorecard (Kaplan & Norton) four perspectives: financial, customer, internal process, learning and growth; learning and growth drives the other three.

Situational leadership (Hersey-Blanchard): match style to follower readiness - telling (low readiness), selling, participating, delegating (high readiness); style is chosen per task, not per person.

Transformational leadership = idealized influence, inspirational motivation, intellectual stimulation, individualized consideration (four I's); transactional leadership trades rewards for performance and manages by exception.

Goleman's six leadership styles: coercive, authoritative (visionary), affiliative, democratic, pacesetting, coaching; authoritative and affiliative correlate most strongly with positive climate.

Emotional intelligence components (Goleman): self-awareness, self-regulation, motivation, empathy, social skill - self-awareness is the foundation others build on.

Tuckman team stages: forming, storming, norming, performing, adjourning; leaders shift from directing (forming) to delegating (performing).

Servant leadership (Greenleaf) inverts the pyramid: leader serves followers first; test is whether those served grow as persons and become healthier, wiser, freer, more autonomous.

Five bases of power (French & Raven): legitimate, reward, coercive, expert, referent; expert and referent power produce commitment, coercive power produces compliance or resistance.

Blake-Mouton managerial grid axes: concern for people (vertical) and concern for production (horizontal); 9,9 team management is the ideal, 1,9 country club, 9,1 task, 1,1 impoverished, 5,5 middle-of-the-road.

Kotter's eight steps in order: urgency, guiding coalition, vision and strategy, communicate the vision, empower action/remove barriers, short-term wins, consolidate gains, anchor in culture; skipping steps or declaring victory early causes regression.

Lewin's three-stage model: unfreeze (create readiness, reduce restraining forces), change (move), refreeze (reinforce new norms); change is a shift in force field equilibrium, not a push.

Force-field analysis (Lewin): driving forces for change versus restraining forces against it; lowering restraining forces produces less resistance than raising driving forces.

ADKAR (Prosci) sequence is individual, not organizational: Awareness, Desire, Knowledge, Ability, Reinforcement - a person cannot skip a stage; the first unmet stage is the barrier point.

Kübler-Ross-derived transition curve: shock/denial, anger/frustration, bargaining, depression, acceptance/experimentation; productivity dips in the middle and recovers only with support.

Bridges' transition model distinguishes change (external, situational) from transition (internal, psychological): endings, neutral zone, new beginnings - the neutral zone is where innovation and confusion coexist.

Resistance is data, not defiance: sources include loss of competence, loss of status, increased workload, and perceived inequity; address the specific source rather than communicating more generally.

Commitment curve: awareness, understanding, positive perception, adoption, institutionalization; communication must be repeated roughly seven times and through multiple channels before adoption.

Automation hierarchy: digitize (convert analog to digital data), automate (rule-based repetition), augment (human plus machine decision support), autonomize (self-directed systems); each level requires higher data quality and governance.

Technology adoption lifecycle segments: innovators (2.5%), early adopters (13.5%), early majority (34%), late majority (34%), laggards (16%); the chasm sits between early adopters and early majority.

Pilot-to-scale rule: a transformation pilot is successful only if it defines a scaling path (data, process, people, budget) before the pilot ends; pilots that never scale are the most common failure mode.

Data maturity stages: descriptive (what happened), diagnostic (why), predictive (what will happen), prescriptive (what to do); most organizations stall at descriptive reporting.

Cloud service models shift responsibility: IaaS (customer manages OS and up), PaaS (customer manages app and data), SaaS (provider manages all but configuration and user data).

Legacy modernization options ranked by risk: rehost (lift and shift), replatform, refactor/re-architect, retire, retain; refactoring carries the highest cost and benefit.

Digital transformation is a business-model change, not an IT project: it alters customer experience, operating processes, and business model - the three axes of true transformation.

RPA is best for high-volume, rule-based, stable, structured-data tasks; it fails on judgment-intensive, exception-heavy, or rapidly changing processes.

Triple bottom line (Elkington): people, planet, profit - report performance on social, environmental, and economic dimensions, not financial alone.

Materiality assessment ranks ESG topics by stakeholder importance versus business impact; only topics in the high-high quadrant are material for reporting.

GHG Protocol scopes: Scope 1 direct emissions from owned sources, Scope 2 purchased energy, Scope 3 value-chain emissions (upstream and downstream); Scope 3 usually dominates the footprint.

Science-based target = emissions reduction consistent with limiting warming to 1.5°C (or well below 2°C), validated against a recognized methodology; typically a near-term target of about 10 years plus a net-zero long-term target.

Circular economy (Ellen MacArthur): design out waste and pollution, keep products and materials in use, regenerate natural systems; it replaces take-make-dispose linearity.

Net zero means residual emissions balanced by removals; carbon neutral allows offsets without deep reduction - the two are not interchangeable.

ESG reporting frameworks: GRI (impact materiality, broad stakeholders), SASB/ISSB (financial materiality, investors), TCFD (climate risk governance, strategy, risk management, metrics and targets).

CSRD requires double materiality: report both how sustainability issues affect the company financially and how the company impacts people and environment.

SWOT is only an analysis; the TOWS matrix converts it into strategy: SO (maxi-maxi), ST, WO, WT (mini-mini) pairings of internal and external factors.

Porter's generic strategies: cost leadership, differentiation, and focus (cost focus or differentiation focus); being stuck in the middle yields below-average profitability.

Porter's Five Forces: rivalry, supplier power, buyer power, threat of new entrants, threat of substitutes; a sixth force often added is complementors.

VRIO test for sustainable competitive advantage: Valuable, Rare, costly to Imitate, Organized to capture value - failing any criterion caps the resource's advantage.

Ansoff growth matrix: market penetration (existing product/existing market), product development (new product/existing market), market development (existing product/new market), diversification (new/new, highest risk).

BCG matrix axes: market growth (vertical) and relative market share (horizontal); cells are star, cash cow, question mark, dog - cash cows fund stars and selected question marks.

SMART objectives: specific, measurable, achievable, relevant, time-bound; strategy without measurable objectives cannot be tracked or corrected.

Balanced Scorecard (Kaplan & Norton) four perspectives: financial, customer, internal process, learning and growth; learning and growth drives the other three.

Situational leadership (Hersey-Blanchard): match style to follower readiness - telling (low readiness), selling, participating, delegating (high readiness); style is chosen per task, not per person.

Transformational leadership = idealized influence, inspirational motivation, intellectual stimulation, individualized consideration (four I's); transactional leadership trades rewards for performance and manages by exception.

Goleman's six leadership styles: coercive, authoritative (visionary), affiliative, democratic, pacesetting, coaching; authoritative and affiliative correlate most strongly with positive climate.

Emotional intelligence components (Goleman): self-awareness, self-regulation, motivation, empathy, social skill - self-awareness is the foundation others build on.

Tuckman team stages: forming, storming, norming, performing, adjourning; leaders shift from directing (forming) to delegating (performing).

Servant leadership (Greenleaf) inverts the pyramid: leader serves followers first; test is whether those served grow as persons and become healthier, wiser, freer, more autonomous.

Five bases of power (French & Raven): legitimate, reward, coercive, expert, referent; expert and referent power produce commitment, coercive power produces compliance or resistance.

Blake-Mouton managerial grid axes: concern for people (vertical) and concern for production (horizontal); 9,9 team management is the ideal, 1,9 country club, 9,1 task, 1,1 impoverished, 5,5 middle-of-the-road.

Kotter's eight steps in order: urgency, guiding coalition, vision and strategy, communicate the vision, empower action/remove barriers, short-term wins, consolidate gains, anchor in culture; skipping steps or declaring victory early causes regression.

Lewin's three-stage model: unfreeze (create readiness, reduce restraining forces), change (move), refreeze (reinforce new norms); change is a shift in force field equilibrium, not a push.

Force-field analysis (Lewin): driving forces for change versus restraining forces against it; lowering restraining forces produces less resistance than raising driving forces.

ADKAR (Prosci) sequence is individual, not organizational: Awareness, Desire, Knowledge, Ability, Reinforcement - a person cannot skip a stage; the first unmet stage is the barrier point.

Kübler-Ross-derived transition curve: shock/denial, anger/frustration, bargaining, depression, acceptance/experimentation; productivity dips in the middle and recovers only with support.

Bridges' transition model distinguishes change (external, situational) from transition (internal, psychological): endings, neutral zone, new beginnings - the neutral zone is where innovation and confusion coexist.

Resistance is data, not defiance: sources include loss of competence, loss of status, increased workload, and perceived inequity; address the specific source rather than communicating more generally.

Commitment curve: awareness, understanding, positive perception, adoption, institutionalization; communication must be repeated roughly seven times and through multiple channels before adoption.

Automation hierarchy: digitize (convert analog to digital data), automate (rule-based repetition), augment (human plus machine decision support), autonomize (self-directed systems); each level requires higher data quality and governance.

Technology adoption lifecycle segments: innovators (2.5%), early adopters (13.5%), early majority (34%), late majority (34%), laggards (16%); the chasm sits between early adopters and early majority.

Pilot-to-scale rule: a transformation pilot is successful only if it defines a scaling path (data, process, people, budget) before the pilot ends; pilots that never scale are the most common failure mode.

Data maturity stages: descriptive (what happened), diagnostic (why), predictive (what will happen), prescriptive (what to do); most organizations stall at descriptive reporting.

Cloud service models shift responsibility: IaaS (customer manages OS and up), PaaS (customer manages app and data), SaaS (provider manages all but configuration and user data).

Legacy modernization options ranked by risk: rehost (lift and shift), replatform, refactor/re-architect, retire, retain; refactoring carries the highest cost and benefit.

Digital transformation is a business-model change, not an IT project: it alters customer experience, operating processes, and business model - the three axes of true transformation.

RPA is best for high-volume, rule-based, stable, structured-data tasks; it fails on judgment-intensive, exception-heavy, or rapidly changing processes.

Triple bottom line (Elkington): people, planet, profit - report performance on social, environmental, and economic dimensions, not financial alone.

Materiality assessment ranks ESG topics by stakeholder importance versus business impact; only topics in the high-high quadrant are material for reporting.

GHG Protocol scopes: Scope 1 direct emissions from owned sources, Scope 2 purchased energy, Scope 3 value-chain emissions (upstream and downstream); Scope 3 usually dominates the footprint.

Science-based target = emissions reduction consistent with limiting warming to 1.5°C (or well below 2°C), validated against a recognized methodology; typically a near-term target of about 10 years plus a net-zero long-term target.

Circular economy (Ellen MacArthur): design out waste and pollution, keep products and materials in use, regenerate natural systems; it replaces take-make-dispose linearity.

Net zero means residual emissions balanced by removals; carbon neutral allows offsets without deep reduction - the two are not interchangeable.

ESG reporting frameworks: GRI (impact materiality, broad stakeholders), SASB/ISSB (financial materiality, investors), TCFD (climate risk governance, strategy, risk management, metrics and targets).

CSRD requires double materiality: report both how sustainability issues affect the company financially and how the company impacts people and environment.

SWOT is only an analysis; the TOWS matrix converts it into strategy: SO (maxi-maxi), ST, WO, WT (mini-mini) pairings of internal and external factors.

Porter's generic strategies: cost leadership, differentiation, and focus (cost focus or differentiation focus); being stuck in the middle yields below-average profitability.

Porter's Five Forces: rivalry, supplier power, buyer power, threat of new entrants, threat of substitutes; a sixth force often added is complementors.

VRIO test for sustainable competitive advantage: Valuable, Rare, costly to Imitate, Organized to capture value - failing any criterion caps the resource's advantage.

Ansoff growth matrix: market penetration (existing product/existing market), product development (new product/existing market), market development (existing product/new market), diversification (new/new, highest risk).

BCG matrix axes: market growth (vertical) and relative market share (horizontal); cells are star, cash cow, question mark, dog - cash cows fund stars and selected question marks.

SMART objectives: specific, measurable, achievable, relevant, time-bound; strategy without measurable objectives cannot be tracked or corrected.

Balanced Scorecard (Kaplan & Norton) four perspectives: financial, customer, internal process, learning and growth; learning and growth drives the other three.

Situational leadership (Hersey-Blanchard): match style to follower readiness - telling (low readiness), selling, participating, delegating (high readiness); style is chosen per task, not per person.

Transformational leadership = idealized influence, inspirational motivation, intellectual stimulation, individualized consideration (four I's); transactional leadership trades rewards for performance and manages by exception.

Goleman's six leadership styles: coercive, authoritative (visionary), affiliative, democratic, pacesetting, coaching; authoritative and affiliative correlate most strongly with positive climate.

Emotional intelligence components (Goleman): self-awareness, self-regulation, motivation, empathy, social skill - self-awareness is the foundation others build on.

Tuckman team stages: forming, storming, norming, performing, adjourning; leaders shift from directing (forming) to delegating (performing).

Servant leadership (Greenleaf) inverts the pyramid: leader serves followers first; test is whether those served grow as persons and become healthier, wiser, freer, more autonomous.

Five bases of power (French & Raven): legitimate, reward, coercive, expert, referent; expert and referent power produce commitment, coercive power produces compliance or resistance.

Blake-Mouton managerial grid axes: concern for people (vertical) and concern for production (horizontal); 9,9 team management is the ideal, 1,9 country club, 9,1 task, 1,1 impoverished, 5,5 middle-of-the-road.

Kotter's eight steps in order: urgency, guiding coalition, vision and strategy, communicate the vision, empower action/remove barriers, short-term wins, consolidate gains, anchor in culture; skipping steps or declaring victory early causes regression.

Lewin's three-stage model: unfreeze (create readiness, reduce restraining forces), change (move), refreeze (reinforce new norms); change is a shift in force field equilibrium, not a push.

Force-field analysis (Lewin): driving forces for change versus restraining forces against it; lowering restraining forces produces less resistance than raising driving forces.

ADKAR (Prosci) sequence is individual, not organizational: Awareness, Desire, Knowledge, Ability, Reinforcement - a person cannot skip a stage; the first unmet stage is the barrier point.

Kübler-Ross-derived transition curve: shock/denial, anger/frustration, bargaining, depression, acceptance/experimentation; productivity dips in the middle and recovers only with support.

Bridges' transition model distinguishes change (external, situational) from transition (internal, psychological): endings, neutral zone, new beginnings - the neutral zone is where innovation and confusion coexist.

Resistance is data, not defiance: sources include loss of competence, loss of status, increased workload, and perceived inequity; address the specific source rather than communicating more generally.

Commitment curve: awareness, understanding, positive perception, adoption, institutionalization; communication must be repeated roughly seven times and through multiple channels before adoption.

Automation hierarchy: digitize (convert analog to digital data), automate (rule-based repetition), augment (human plus machine decision support), autonomize (self-directed systems); each level requires higher data quality and governance.

Technology adoption lifecycle segments: innovators (2.5%), early adopters (13.5%), early majority (34%), late majority (34%), laggards (16%); the chasm sits between early adopters and early majority.

Pilot-to-scale rule: a transformation pilot is successful only if it defines a scaling path (data, process, people, budget) before the pilot ends; pilots that never scale are the most common failure mode.

Data maturity stages: descriptive (what happened), diagnostic (why), predictive (what will happen), prescriptive (what to do); most organizations stall at descriptive reporting.

Cloud service models shift responsibility: IaaS (customer manages OS and up), PaaS (customer manages app and data), SaaS (provider manages all but configuration and user data).

Legacy modernization options ranked by risk: rehost (lift and shift), replatform, refactor/re-architect, retire, retain; refactoring carries the highest cost and benefit.

Digital transformation is a business-model change, not an IT project: it alters customer experience, operating processes, and business model - the three axes of true transformation.

RPA is best for high-volume, rule-based, stable, structured-data tasks; it fails on judgment-intensive, exception-heavy, or rapidly changing processes.

Triple bottom line (Elkington): people, planet, profit - report performance on social, environmental, and economic dimensions, not financial alone.

Materiality assessment ranks ESG topics by stakeholder importance versus business impact; only topics in the high-high quadrant are material for reporting.

GHG Protocol scopes: Scope 1 direct emissions from owned sources, Scope 2 purchased energy, Scope 3 value-chain emissions (upstream and downstream); Scope 3 usually dominates the footprint.

Science-based target = emissions reduction consistent with limiting warming to 1.5°C (or well below 2°C), validated against a recognized methodology; typically a near-term target of about 10 years plus a net-zero long-term target.

Circular economy (Ellen MacArthur): design out waste and pollution, keep products and materials in use, regenerate natural systems; it replaces take-make-dispose linearity.

Net zero means residual emissions balanced by removals; carbon neutral allows offsets without deep reduction - the two are not interchangeable.

ESG reporting frameworks: GRI (impact materiality, broad stakeholders), SASB/ISSB (financial materiality, investors), TCFD (climate risk governance, strategy, risk management, metrics and targets).

CSRD requires double materiality: report both how sustainability issues affect the company financially and how the company impacts people and environment.

SWOT is only an analysis; the TOWS matrix converts it into strategy: SO (maxi-maxi), ST, WO, WT (mini-mini) pairings of internal and external factors.

Porter's generic strategies: cost leadership, differentiation, and focus (cost focus or differentiation focus); being stuck in the middle yields below-average profitability.

Porter's Five Forces: rivalry, supplier power, buyer power, threat of new entrants, threat of substitutes; a sixth force often added is complementors.

VRIO test for sustainable competitive advantage: Valuable, Rare, costly to Imitate, Organized to capture value - failing any criterion caps the resource's advantage.

Ansoff growth matrix: market penetration (existing product/existing market), product development (new product/existing market), market development (existing product/new market), diversification (new/new, highest risk).

BCG matrix axes: market growth (vertical) and relative market share (horizontal); cells are star, cash cow, question mark, dog - cash cows fund stars and selected question marks.

SMART objectives: specific, measurable, achievable, relevant, time-bound; strategy without measurable objectives cannot be tracked or corrected.

Balanced Scorecard (Kaplan & Norton) four perspectives: financial, customer, internal process, learning and growth; learning and growth drives the other three.

Situational leadership (Hersey-Blanchard): match style to follower readiness - telling (low readiness), selling, participating, delegating (high readiness); style is chosen per task, not per person.

Transformational leadership = idealized influence, inspirational motivation, intellectual stimulation, individualized consideration (four I's); transactional leadership trades rewards for performance and manages by exception.

Goleman's six leadership styles: coercive, authoritative (visionary), affiliative, democratic, pacesetting, coaching; authoritative and affiliative correlate most strongly with positive climate.

Emotional intelligence components (Goleman): self-awareness, self-regulation, motivation, empathy, social skill - self-awareness is the foundation others build on.

Tuckman team stages: forming, storming, norming, performing, adjourning; leaders shift from directing (forming) to delegating (performing).

Servant leadership (Greenleaf) inverts the pyramid: leader serves followers first; test is whether those served grow as persons and become healthier, wiser, freer, more autonomous.

Five bases of power (French & Raven): legitimate, reward, coercive, expert, referent; expert and referent power produce commitment, coercive power produces compliance or resistance.

Blake-Mouton managerial grid axes: concern for people (vertical) and concern for production (horizontal); 9,9 team management is the ideal, 1,9 country club, 9,1 task, 1,1 impoverished, 5,5 middle-of-the-road.

Kotter's eight steps in order: urgency, guiding coalition, vision and strategy, communicate the vision, empower action/remove barriers, short-term wins, consolidate gains, anchor in culture; skipping steps or declaring victory early causes regression.

Lewin's three-stage model: unfreeze (create readiness, reduce restraining forces), change (move), refreeze (reinforce new norms); change is a shift in force field equilibrium, not a push.

Force-field analysis (Lewin): driving forces for change versus restraining forces against it; lowering restraining forces produces less resistance than raising driving forces.

ADKAR (Prosci) sequence is individual, not organizational: Awareness, Desire, Knowledge, Ability, Reinforcement - a person cannot skip a stage; the first unmet stage is the barrier point.

Kübler-Ross-derived transition curve: shock/denial, anger/frustration, bargaining, depression, acceptance/experimentation; productivity dips in the middle and recovers only with support.

Bridges' transition model distinguishes change (external, situational) from transition (internal, psychological): endings, neutral zone, new beginnings - the neutral zone is where innovation and confusion coexist.

Resistance is data, not defiance: sources include loss of competence, loss of status, increased workload, and perceived inequity; address the specific source rather than communicating more generally.

Commitment curve: awareness, understanding, positive perception, adoption, institutionalization; communication must be repeated roughly seven times and through multiple channels before adoption.

Automation hierarchy: digitize (convert analog to digital data), automate (rule-based repetition), augment (human plus machine decision support), autonomize (self-directed systems); each level requires higher data quality and governance.

Technology adoption lifecycle segments: innovators (2.5%), early adopters (13.5%), early majority (34%), late majority (34%), laggards (16%); the chasm sits between early adopters and early majority.

Pilot-to-scale rule: a transformation pilot is successful only if it defines a scaling path (data, process, people, budget) before the pilot ends; pilots that never scale are the most common failure mode.

Data maturity stages: descriptive (what happened), diagnostic (why), predictive (what will happen), prescriptive (what to do); most organizations stall at descriptive reporting.

Cloud service models shift responsibility: IaaS (customer manages OS and up), PaaS (customer manages app and data), SaaS (provider manages all but configuration and user data).

Legacy modernization options ranked by risk: rehost (lift and shift), replatform, refactor/re-architect, retire, retain; refactoring carries the highest cost and benefit.

Digital transformation is a business-model change, not an IT project: it alters customer experience, operating processes, and business model - the three axes of true transformation.

RPA is best for high-volume, rule-based, stable, structured-data tasks; it fails on judgment-intensive, exception-heavy, or rapidly changing processes.

Triple bottom line (Elkington): people, planet, profit - report performance on social, environmental, and economic dimensions, not financial alone.

Materiality assessment ranks ESG topics by stakeholder importance versus business impact; only topics in the high-high quadrant are material for reporting.

GHG Protocol scopes: Scope 1 direct emissions from owned sources, Scope 2 purchased energy, Scope 3 value-chain emissions (upstream and downstream); Scope 3 usually dominates the footprint.

Science-based target = emissions reduction consistent with limiting warming to 1.5°C (or well below 2°C), validated against a recognized methodology; typically a near-term target of about 10 years plus a net-zero long-term target.

Circular economy (Ellen MacArthur): design out waste and pollution, keep products and materials in use, regenerate natural systems; it replaces take-make-dispose linearity.

Net zero means residual emissions balanced by removals; carbon neutral allows offsets without deep reduction - the two are not interchangeable.

ESG reporting frameworks: GRI (impact materiality, broad stakeholders), SASB/ISSB (financial materiality, investors), TCFD (climate risk governance, strategy, risk management, metrics and targets).

CSRD requires double materiality: report both how sustainability issues affect the company financially and how the company impacts people and environment.

SWOT is only an analysis; the TOWS matrix converts it into strategy: SO (maxi-maxi), ST, WO, WT (mini-mini) pairings of internal and external factors.

Porter's generic strategies: cost leadership, differentiation, and focus (cost focus or differentiation focus); being stuck in the middle yields below-average profitability.

Porter's Five Forces: rivalry, supplier power, buyer power, threat of new entrants, threat of substitutes; a sixth force often added is complementors.

VRIO test for sustainable competitive advantage: Valuable, Rare, costly to Imitate, Organized to capture value - failing any criterion caps the resource's advantage.

Ansoff growth matrix: market penetration (existing product/existing market), product development (new product/existing market), market development (existing product/new market), diversification (new/new, highest risk).

BCG matrix axes: market growth (vertical) and relative market share (horizontal); cells are star, cash cow, question mark, dog - cash cows fund stars and selected question marks.

SMART objectives: specific, measurable, achievable, relevant, time-bound; strategy without measurable objectives cannot be tracked or corrected.

Balanced Scorecard (Kaplan & Norton) four perspectives: financial, customer, internal process, learning and growth; learning and growth drives the other three.

Situational leadership (Hersey-Blanchard): match style to follower readiness - telling (low readiness), selling, participating, delegating (high readiness); style is chosen per task, not per person.

Transformational leadership = idealized influence, inspirational motivation, intellectual stimulation, individualized consideration (four I's); transactional leadership trades rewards for performance and manages by exception.

Goleman's six leadership styles: coercive, authoritative (visionary), affiliative, democratic, pacesetting, coaching; authoritative and affiliative correlate most strongly with positive climate.

Emotional intelligence components (Goleman): self-awareness, self-regulation, motivation, empathy, social skill - self-awareness is the foundation others build on.

Tuckman team stages: forming, storming, norming, performing, adjourning; leaders shift from directing (forming) to delegating (performing).

Servant leadership (Greenleaf) inverts the pyramid: leader serves followers first; test is whether those served grow as persons and become healthier, wiser, freer, more autonomous.

Five bases of power (French & Raven): legitimate, reward, coercive, expert, referent; expert and referent power produce commitment, coercive power produces compliance or resistance.

Blake-Mouton managerial grid axes: concern for people (vertical) and concern for production (horizontal); 9,9 team management is the ideal, 1,9 country club, 9,1 task, 1,1 impoverished, 5,5 middle-of-the-road.

Kotter's eight steps in order: urgency, guiding coalition, vision and strategy, communicate the vision, empower action/remove barriers, short-term wins, consolidate gains, anchor in culture; skipping steps or declaring victory early causes regression.

Lewin's three-stage model: unfreeze (create readiness, reduce restraining forces), change (move), refreeze (reinforce new norms); change is a shift in force field equilibrium, not a push.

Force-field analysis (Lewin): driving forces for change versus restraining forces against it; lowering restraining forces produces less resistance than raising driving forces.

ADKAR (Prosci) sequence is individual, not organizational: Awareness, Desire, Knowledge, Ability, Reinforcement - a person cannot skip a stage; the first unmet stage is the barrier point.

Kübler-Ross-derived transition curve: shock/denial, anger/frustration, bargaining, depression, acceptance/experimentation; productivity dips in the middle and recovers only with support.

Bridges' transition model distinguishes change (external, situational) from transition (internal, psychological): endings, neutral zone, new beginnings - the neutral zone is where innovation and confusion coexist.

Resistance is data, not defiance: sources include loss of competence, loss of status, increased workload, and perceived inequity; address the specific source rather than communicating more generally.

Commitment curve: awareness, understanding, positive perception, adoption, institutionalization; communication must be repeated roughly seven times and through multiple channels before adoption.

Automation hierarchy: digitize (convert analog to digital data), automate (rule-based repetition), augment (human plus machine decision support), autonomize (self-directed systems); each level requires higher data quality and governance.

Technology adoption lifecycle segments: innovators (2.5%), early adopters (13.5%), early majority (34%), late majority (34%), laggards (16%); the chasm sits between early adopters and early majority.

Pilot-to-scale rule: a transformation pilot is successful only if it defines a scaling path (data, process, people, budget) before the pilot ends; pilots that never scale are the most common failure mode.

Data maturity stages: descriptive (what happened), diagnostic (why), predictive (what will happen), prescriptive (what to do); most organizations stall at descriptive reporting.

Cloud service models shift responsibility: IaaS (customer manages OS and up), PaaS (customer manages app and data), SaaS (provider manages all but configuration and user data).

Legacy modernization options ranked by risk: rehost (lift and shift), replatform, refactor/re-architect, retire, retain; refactoring carries the highest cost and benefit.

Digital transformation is a business-model change, not an IT project: it alters customer experience, operating processes, and business model - the three axes of true transformation.

RPA is best for high-volume, rule-based, stable, structured-data tasks; it fails on judgment-intensive, exception-heavy, or rapidly changing processes.

Triple bottom line (Elkington): people, planet, profit - report performance on social, environmental, and economic dimensions, not financial alone.

Materiality assessment ranks ESG topics by stakeholder importance versus business impact; only topics in the high-high quadrant are material for reporting.

GHG Protocol scopes: Scope 1 direct emissions from owned sources, Scope 2 purchased energy, Scope 3 value-chain emissions (upstream and downstream); Scope 3 usually dominates the footprint.

Science-based target = emissions reduction consistent with limiting warming to 1.5°C (or well below 2°C), validated against a recognized methodology; typically a near-term target of about 10 years plus a net-zero long-term target.

Circular economy (Ellen MacArthur): design out waste and pollution, keep products and materials in use, regenerate natural systems; it replaces take-make-dispose linearity.

Net zero means residual emissions balanced by removals; carbon neutral allows offsets without deep reduction - the two are not interchangeable.

ESG reporting frameworks: GRI (impact materiality, broad stakeholders), SASB/ISSB (financial materiality, investors), TCFD (climate risk governance, strategy, risk management, metrics and targets).

CSRD requires double materiality: report both how sustainability issues affect the company financially and how the company impacts people and environment.

SWOT is only an analysis; the TOWS matrix converts it into strategy: SO (maxi-maxi), ST, WO, WT (mini-mini) pairings of internal and external factors.

Porter's generic strategies: cost leadership, differentiation, and focus (cost focus or differentiation focus); being stuck in the middle yields below-average profitability.

Porter's Five Forces: rivalry, supplier power, buyer power, threat of new entrants, threat of substitutes; a sixth force often added is complementors.

VRIO test for sustainable competitive advantage: Valuable, Rare, costly to Imitate, Organized to capture value - failing any criterion caps the resource's advantage.

Ansoff growth matrix: market penetration (existing product/existing market), product development (new product/existing market), market development (existing product/new market), diversification (new/new, highest risk).

BCG matrix axes: market growth (vertical) and relative market share (horizontal); cells are star, cash cow, question mark, dog - cash cows fund stars and selected question marks.

SMART objectives: specific, measurable, achievable, relevant, time-bound; strategy without measurable objectives cannot be tracked or corrected.

Balanced Scorecard (Kaplan & Norton) four perspectives: financial, customer, internal process, learning and growth; learning and growth drives the other three.