The models behind our work.
TDL’s connected models bring structure to transformation priorities, reasoning, strategic choices and market development. We use them in our own work and teach them to client teams.
Different questions. Connected thinking.
SGF defines priorities. The CEASED Model of Critical Thinking tests reasoning. The DOSSIER Loop structures choices and delivery. PADI Mentality develops market relationships, with CURED supporting acquisition. The Rainbow Effect tests the proposition.
What needs to change?
Examine Standardization, Growth and Future Readiness together to define a practical transformation agenda.
- Useful for
- Organizations clarifying their next stage of transformation.
- What it helps clarify
- An operating, growth and capability agenda with clear priorities.
Does the evidence support the decision?
Examine the claim, evidence, assumptions, strength and suitability, evaluation and deductions behind a recommendation.
- Useful for
- Teams making decisions, evaluating proposals or building analytical capability.
- What it helps clarify
- A better-supported judgement, with evidence gaps and assumptions made visible.
How do we move from a decision to action?
Define the problem, develop options, select an approach, shape strategy, implement, evaluate and review. Learning feeds the next cycle.
- Useful for
- Organizations moving a business problem through strategic choice and delivery.
- What it helps clarify
- A chosen course of action, coordinated implementation and a basis for review.
How do we build a sustained market presence?
Penetrate, Acquire, Dominate, and Identify and Sustain. Structure market development through agents, distributors and lasting relationships.
- Useful for
- Businesses developing territories, commercial partnerships and distribution networks.
- What it helps clarify
- A practical direction for market entry, acquisition, partner support and continuity.
Who is ready to represent or deliver with us?
Within the Acquire stage of PADI Mentality, assess Commitment, Understanding of the Product, Responsibility and Readiness, Experience and Endurance, and Dedication.
- Useful for
- Organizations selecting agents, distributors and relevant hires.
- What it helps clarify
- An evidence-supported assessment, with readiness gaps and development needs.
Does the proposition work for its market?
Consider Relevance, Acceptability, Impact, Network, Bold, Offerings and Witnesses or testimonies.
- Useful for
- Teams shaping products, offers and routes to market.
- What it helps clarify
- A clearer assessment of market fit, commercial potential and evidence of value.
The models are applied to suit the assignment. They form a connected approach, not a fixed sequence.
The TDL SGF Framework
Standardization, Growth and Future Readiness are connected dimensions. Priorities can run in parallel, with stronger foundations supporting growth and future investment.
Standardization
Review governance, structure, roles, workflows, reporting and service standards.
Illustrative outputs: Operating model; process maps; SOPs; accountability and performance measures.
Growth
Assess customers, competitive position, revenue opportunities, products and market entry options.
Illustrative outputs: Growth priorities; market-entry plan; partnership pipeline; commercial roadmap.
Future Readiness
Examine technology, data, automation opportunities, skills and business-model resilience.
Illustrative outputs: Digital roadmap; technology requirements; capability plan; innovation priorities.
- Who it helps
- Organizations clarifying their next stage of transformation.
- How TDL applies it
- We examine the three dimensions together and agree which priorities need attention. Outputs are tailored to the organization.
The CEASED Model of Critical Thinking
A disciplined way to examine claims, test assumptions and assess the quality of a recommendation.
- Who it helps
- Teams making decisions, evaluating proposals or building analytical capability.
- How TDL applies it
- We use a structured review to clarify the reasoning, test assumptions and identify what further evidence is needed.
-
C
Claim or conclusion
Clarify the central proposition or conclusion that a report, proposal or recommendation asks us to accept.
-
E
Evidence
Identify the facts, data and observations presented in support of the claim.
-
A
Assumptions
Surface the conditions and beliefs that the evidence takes for granted.
-
S
Strength and suitability
Test whether those assumptions are accurate and applicable in the specific context.
-
E
Evaluation
Examine the reasoning for bias, logical fallacies, gaps and errors of judgement.
-
D
Deductions
Conclude how persuasive the claim is and what further evidence or clarification is needed.
The DOSSIER Loop
A structured problem-solving method that makes definition, choice and continuous learning central to delivery.
D Define
Understand the problem and its underlying causes.
O Options
Develop alternative courses of action.
S Select
Select the best option using desirable variables aligned with the objectives.
S Strategy
Align objectives, resources and the approach around the chosen option or plan.
I Implementation
Put the chosen strategy into practice.
E Evaluate
Assess progress against desired conditions.
R Review
Use feedback to refine the strategy.
Review feeds learning back into how the problem is defined and addressed.
- Who it helps
- Organizations moving a business problem through strategic choice and delivery.
- How TDL applies it
- We connect the chosen option to strategy and delivery, then use evaluation and review to refine the response.
PADI Mentality
A structured approach to entering markets, building relationships and sustaining a commercial presence through agents and distributors.
Commercial discipline
Track agent and distributor activity, qualified opportunities, sales, repeat business and referrals. Use market intelligence and feedback to improve the offer and support the network.
- Who it helps
- Businesses developing territories, commercial partnerships and distribution networks.
- How TDL applies it
- We connect market intelligence, partner acquisition, ongoing support and the structures needed to sustain a presence.
The CURED Template
Look beyond a first impression. A structured assessment of the commitment, understanding, readiness, experience and dedication of agents, distributors and hires. Use the scorecard below to score a candidate, then print it for your records.
CURED scorecard
Consistent scoring, supported by evidence
Score each variable from 1 to 10 using supporting evidence. Average the three variables for each quality, then add the five equally weighted qualities for a total out of 50.
Good practice
Use interviews, product demonstrations, references and delivery examples. Agree the role requirements first, then record evidence and development needs. Scores support a documented assessment, not an automatic selection decision.
The Rainbow Effect
Seven connected considerations test the product, its commercial potential and its fit with the market.
Using the models together
The mix works together. PADI Mentality structures market penetration and the Rainbow Effect tests the proposition. Communication can combine digital content, expert commentary, briefings, industry programmes, market visits, referrals and partnerships.
- Who it helps
- Teams shaping products, offers and routes to market.
- How TDL applies it
- We examine the seven considerations together to identify gaps in market relevance, credibility and commercial readiness.
Relevance
Does the product fill a real gap? Assess relevance from both the producer’s perspective and the customer’s point of view.
Acceptability
Assess corporate governance, due diligence, compliance and relevant certifications that support confidence in the product and business.
Impact
Test revenue-generating capacity, the soundness of the business model and the ability to convert demand into sustainable sales.
Network
Assess reach among relevant stakeholders, the quality of relationships, and how engagement and feedback are managed.
Bold
Define what makes the product unique and distinctive, with a clear proposition and a confident market presence.
Offerings
Consider product lines for different customer groups, a suitable range of offers and the capacity to offer discounts.
Witnesses and testimonies
Use evidence, approved customer testimonials and referrals to demonstrate value and build confidence.
Bring these models to your team.
We run practical training on critical thinking, decision-making, selection and market development, built around your organization’s real problems.