Toolbox
The standards, frameworks and methods we use to create innovation with clarity, capability and credibility.
Our toolbox is not a menu. Tools are selected and combined based on the customer’s situation, not on predefined packages or best-practice templates.
Lean
Clarity
Diagnose, define, and focus.
Fit
Capability
Build, enable, and execute.
Legit
Credibility
Govern, measure, and assure.
Foundational Frameworks
Our toolbox is grounded in two core systems: Red Matters 3-ology (RM3) for organizational balance, and ISO 56000 for structural governance.
ISO 56000 Integration
We apply the standard in two modes:
“RM3 describes innovation capability as a balance between structure, culture and development. Innovation does not live in one dimension. It emerges when governance enables learning, culture supports exploration, and development turns insight into action over time.”
Establishes the structural backbone for innovation governance.
What it's for
Provides a common language and framework for innovation management.
When we use it
Establishing governance, definitions, and system structure.
Typical Outputs
- Innovation Policy
- System Architecture
- Audit Criteria
Maps the structural needs to support innovation capability growth.
What it's for
Assessing and building the organisational ability to innovate repeatedly.
When we use it
During capability mapping and strategic planning.
Typical Outputs
- Capability Heatmap
- Development Plan
- Resource Allocation
The foundational meta-language for balancing the entire system.
What it's for
Aligning culture, leadership, and human development for resilience.
When we use it
Cultural diagnostics and leadership coaching.
Typical Outputs
- Cultural Assessment
- Leadership Alignment
- Resilience Strategy
Ensures innovation structures align with future-oriented sustainability goals.
What it's for
Ensuring innovation aligns with SDGs, ESG, and double materiality.
When we use it
Strategy formulation and impact assessment.
Typical Outputs
- Materiality Matrix
- Impact Goals
- Compliance Report
Identifies structural friction and cultural readiness gaps.
What it's for
Quickly assessing the current state of innovation readiness.
When we use it
Initial engagement or project kickoff.
Typical Outputs
- Readiness Score
- Gap Analysis
- Immediate Actions
Maps relationship dynamics (Red) against formal power structures (Blue).
What it's for
Identifying who matters, who decides, and who is impacted.
When we use it
Project initiation and change management planning.
Typical Outputs
- Stakeholder Matrix
- Engagement Plan
- Influence Map
Visualizes the structural complexity to find leverage points for innovation.
What it's for
Visualizing complex interdependencies and causal loops.
When we use it
Problem definition and root cause analysis.
Typical Outputs
- Causal Loop Diagram
- Leverage Points
- System Map
Focuses entirely on the future value and human need (Green).
What it's for
Understanding the underlying needs customers are trying to fulfill.
When we use it
Customer discovery and value proposition design.
Typical Outputs
- Job Statements
- Outcome Expectations
- Opportunity Map
Digs past symptoms to find structural or behavioural root causes.
What it's for
Drilling down to the root cause of a problem.
When we use it
Root cause analysis and troubleshooting.
Typical Outputs
- Root Cause Statement
- Countermeasure Plan
Categorizes problems into structural dimensions like Method, Machine, Material.
What it's for
Categorizing potential causes of a problem to identify root causes.
When we use it
Brainstorming and problem analysis.
Typical Outputs
- Cause-Effect Diagram
- Prioritized Causes
Clarifies structural accountability to reduce cultural friction.
What it's for
Clarifying roles and responsibilities to prevent confusion.
When we use it
Team setup and process definition.
Typical Outputs
- RACI Matrix
- Role Descriptions
- Decision Rights
Creates a structural audit trail for governance.
What it's for
Tracking key decisions, rationale, and approvals.
When we use it
Throughout the project lifecycle.
Typical Outputs
- Decision Register
- Audit Trail
Removes structural waste while respecting people (Red).
What it's for
Eliminating waste and maximizing customer value.
When we use it
Process optimization and workflow design.
Typical Outputs
- Value Stream Map
- Waste Identification
- Flow Design
Visualizes the structural flow of value.
What it's for
Visualizing the flow of materials and information.
When we use it
Process improvement and lead time reduction.
Typical Outputs
- Current State Map
- Future State Map
- Improvement Plan
Embeds a culture of improvement into daily structural routines.
What it's for
Fostering a culture of continuous incremental improvement.
When we use it
Daily or weekly team rituals.
Typical Outputs
- Improvement Log
- Standard Operating Procedures
- Team Rituals
Designs the future structure to support innovation strategy.
What it's for
Designing how the organisation delivers value.
When we use it
Strategic transformation and restructuring.
Typical Outputs
- Operating Model Canvas
- Org Chart
- Process Architecture
Maps structural backend processes to the innovative user experience.
What it's for
Mapping the service delivery process from front to back stage.
When we use it
Service design and customer experience improvement.
Typical Outputs
- Service Blueprint
- Touchpoint Map
- Fail Points
Identifies structural gaps in innovation capability.
What it's for
Identifying the skills and resources needed to execute strategy.
When we use it
Strategic planning and gap analysis.
Typical Outputs
- Capability Map
- Heatmap
- Investment Plan
Maps human potential (Green/Red) to organisational needs.
What it's for
Understanding the skills landscape and future needs.
When we use it
Workforce planning and talent development.
Typical Outputs
- Skills Matrix
- Job Architecture
- Training Plan
Fosters an empathy-led culture (Red) for innovation (Green).
What it's for
Solving complex problems through a human-centred approach.
When we use it
Innovation projects and product development.
Typical Outputs
- Prototypes
- User Personas
- Journey Maps
Provides structural governance for innovation investments.
What it's for
Balancing risk and return across innovation initiatives.
When we use it
Strategic decision making and resource allocation.
Typical Outputs
- Portfolio Canvas
- Investment Horizons
- Risk Profile
Builds the cultural foundation (Red) required for risk-taking.
What it's for
Creating an environment where it's safe to take risks and fail.
When we use it
Team building and culture change.
Typical Outputs
- Team Charter
- Feedback Protocols
- Safety Survey
Formalizes the structural rules of the system.
What it's for
Ensuring innovation is managed with discipline and accountability.
When we use it
System design and compliance checks.
Typical Outputs
- Governance Handbook
- Policy Framework
- Compliance Checklist
Verifies structural compliance and integrity.
What it's for
Verifying that the system is working as intended.
When we use it
Periodic reviews and assurance activities.
Typical Outputs
- Audit Report
- Non-Conformance Report
- Improvement Actions
Measures the structural maturity of innovation capabilities.
What it's for
Benchmarking innovation capability against best practices.
When we use it
Annual reviews and strategic planning.
Typical Outputs
- Maturity Scorecard
- Benchmarking Report
- Growth Roadmap
Structurally manages threats to the system.
What it's for
Identifying and mitigating risks to innovation success.
When we use it
Project planning and ongoing monitoring.
Typical Outputs
- Risk Matrix
- Mitigation Plan
- Control Framework
Provides structural discipline for execution.
What it's for
Applying standard project management discipline.
When we use it
Project execution and control.
Typical Outputs
- Project Plan
- Gantt Chart
- Status Reports
Manages the cultural transition (Red) through structural steps.
What it's for
Managing the people side of change.
When we use it
Organizational transformation and adoption.
Typical Outputs
- Change Management Plan
- Adoption Metrics
- Communication Plan
Aligns structural goals with innovation outcomes.
What it's for
Setting and tracking ambitious goals and key results.
When we use it
Strategic alignment and performance management.
Typical Outputs
- OKR Dashboard
- KPI Scorecard
- Performance Review
A cultural ritual (Red) for learning and renewal (Green).
What it's for
Capturing lessons learned and improving processes.
When we use it
End of sprint or project phase.
Typical Outputs
- Lessons Learned Log
- Action Items
- Process Updates
Integrating new tech (Green) into existing structures (Blue).
What it's for
Integrating AI in a way that augments human potential.
When we use it
Digital transformation and tool adoption.
Typical Outputs
- AI Use Cases
- Ethics Framework
- Automation Map
Describes how knowledge spirals through culture (Red) to create innovation (Green).
What it's for
Understanding how knowledge is created and shared.
When we use it
Knowledge management strategy.
Typical Outputs
- Knowledge Flow Map
- Sharing Rituals
- Asset Repository
Creates the cultural space (Red) for knowledge creation.
What it's for
Creating physical or virtual spaces for knowledge creation.
When we use it
Workspace design and team collaboration planning.
Typical Outputs
- Space Design
- Collaboration Rules
- Community Guidelines
Applying ethical judgment (Red) within structural constraints (Blue).
What it's for
Making good judgments in specific contexts based on values.
When we use it
Leadership development and decision making.
Typical Outputs
- Ethical Guidelines
- Decision Frameworks
- Mentorship Guide
The cultural North Star (Red) for the organisation.
What it's for
Aligning decisions with the organisation's core reason for being.
When we use it
Strategic direction and culture building.
Typical Outputs
- Purpose Statement
- Values Manifesto
- Behavioural Code
Knowledge Creation
We use the SECI model (Nonaka & Takeuchi) to ensure that innovation isn't just about sticky notes, but about creating lasting organizational wisdom.
- S
Socialisation
Sharing tacit knowledge through experience (e.g., shadowing).
- E
Externalisation
Articulating tacit knowledge into explicit concepts (e.g., models).
- C
Combination
Systemizing explicit knowledge (e.g., databases, reports).
- I
Internalisation
Embodying explicit knowledge into practice (e.g., learning by doing).