| LEAD-01 | leadership | When a new high-priority demand arrives, what typically happens to the work already on the leadership team’s plate? | A1: 1 · A2: 0.7 |
| LEAD-02 | leadership | How clearly do people below the executive team understand what leadership actually cares about most right now? | A3: 1 · A4: 0.6 · AD1: 0.5 |
| LEAD-03 | leadership | How well do senior leaders protect time for the few things only they can do? | A1: 0.8 · A4: 1 |
| LEAD-04 | leadership | How realistic is the leadership team about how much it can take on at once? | A2: 1 · A4: 0.7 |
| LEAD-05 | leadership | How clear and consistent is the direction leaders give when priorities compete? | A3: 1 · AL1: 0.6 |
| LEAD-06 | leadership | How safe is it for people to tell senior leaders something they don’t want to hear? | AD1: 1 · A3: 0.5 |
| LEAD-07 | leadership | How disciplined are leaders about saying no to good-but-not-priority opportunities? | A1: 1 · A3: 0.6 |
| LEAD-08 | leadership | How much of senior leaders’ calendars is consumed by meetings that don’t need them? | A4: 1 · F2: 0.7 |
| LEAD-09 | leadership | How well do leaders develop the people beneath them rather than just direct them? | AD1: 0.7 · AD2: 1 |
| LEAD-10 | leadership | How well do leaders delegate real authority rather than hold decisions themselves? | A2: 0.8 · A1: 0.6 |
| LEAD-11 | leadership | How consistently do leaders model the behaviors they ask of everyone else? | A3: 0.8 · AD1: 0.7 |
| LEAD-12 | leadership | How much of leadership’s time goes to proactive strategic work versus reacting to the day? | A4: 1 · A2: 0.7 |
| DEC-01 | decision making | For recurring decisions, how clear is it who actually holds the authority to decide? | AU1: 1 · AU2: 0.8 |
| DEC-02 | decision making | When a decision needs to move up for resolution, what usually happens? | AU4: 1 · AU3: 0.6 · F4: 0.7 |
| DEC-03 | decision making | How much does unclear decision ownership slow things down in practice? | AU1: 1 · F4: 0.8 |
| DEC-04 | decision making | How well are people’s decision-making limits matched to what they can actually judge? | AU2: 1 · AU4: 0.6 |
| DEC-05 | decision making | How much governance overhead sits on top of everyday decisions? | AU3: 1 · F4: 0.7 |
| DEC-06 | decision making | How well designed are the forums and meetings where decisions actually get made? | AU1: 0.8 · AU3: 0.8 |
| DEC-07 | decision making | How often are decisions made at the appropriate level rather than pushed up or down inappropriately? | F4: 0.9 · AU2: 0.8 |
| DEC-08 | decision making | How often are made decisions reopened or second-guessed after the fact? | AU4: 0.8 · AU1: 0.7 |
| DEC-09 | decision making | How well does the organization balance delegated authority with appropriate control? | AU2: 0.9 · AU3: 0.7 |
| DEC-10 | decision making | How long does a typical significant decision take from raised to resolved? | F4: 1 · AU4: 0.6 |
| DEC-11 | decision making | How well does the organization learn from decisions that turned out poorly? | AU1: 0.7 · AD2: 0.9 |
| DEC-12 | decision making | How many approval loops sit between a routine request and getting it done? | AU3: 0.9 · F1: 0.8 |
| STR-01 | strategy | If you asked five senior leaders to state the strategy independently, how similar would the answers be? | AL1: 1 · AL2: 0.8 |
| STR-02 | strategy | How well do incentives and rewards line up with the stated strategic priorities? | AL3: 1 · A1: 0.6 |
| STR-03 | strategy | How clearly is the strategy expressed in terms people can act on? | AL1: 0.9 · A3: 0.7 |
| STR-04 | strategy | How well does the strategy translate into aligned goals as it cascades down the organization? | AL2: 1 · AL3: 0.6 |
| STR-05 | strategy | How disciplined is the organization about the trade-offs the strategy implies? | A1: 0.8 · AL1: 0.9 |
| STR-06 | strategy | How clear is the line of sight from frontline work to the strategy? | AL2: 0.9 · A3: 0.7 |
| STR-07 | strategy | How well does resource allocation actually follow the stated strategy? | AL3: 0.9 · AL1: 0.7 |
| STR-08 | strategy | How consistently is the strategy communicated over time? | A3: 0.9 · AL2: 0.7 |
| STR-09 | strategy | How well can the strategy adapt when conditions change without losing coherence? | AL1: 0.9 · AD4: 0.7 |
| STR-10 | strategy | How well does the organization distinguish true priorities from things that are merely important? | A1: 1 · AL3: 0.6 |
| EXE-01 | execution | How much of your teams’ capacity is consumed by process and meetings versus actual delivery? | F1: 1 · F2: 0.9 |
| EXE-02 | execution | After an initiative finishes, what happens to what was learned? | AD2: 1 · AD4: 0.7 · F4: 0.5 |
| EXE-03 | execution | How often does process itself slow delivery of work that is already agreed? | F1: 1 · F4: 0.7 |
| EXE-04 | execution | How effective are the recurring meetings your teams rely on to coordinate? | F2: 1 · A4: 0.6 |
| EXE-05 | execution | How much capacity does the organization have to take on change while still running the business? | AD4: 1 · AD2: 0.6 |
| EXE-06 | execution | How smoothly does work move across handoffs between teams? | F4: 0.9 · F1: 0.8 |
| EXE-07 | execution | How well do teams turn what they notice during the work into improvements? | AD2: 1 · F2: 0.6 |
| EXE-08 | execution | How much accumulated process debt slows the organization down? | F1: 1 · AD4: 0.6 |
| EXE-09 | execution | How reliably do meetings end with clear ownership of what happens next? | F2: 1 · F4: 0.6 |
| EXE-10 | execution | How well does day-to-day execution stay connected to the strategy? | AD4: 0.7 · AL1: 0.9 |
| EXE-11 | execution | How does the organization respond when execution reveals that something isn’t working? | AD2: 0.9 · RM1: 0.6 |
| EXE-12 | execution | How much coordination effort does it take to get cross-functional work done? | F1: 0.9 · F2: 0.8 |
| RISK-01 | risk | How does the organization surface risks before they become problems? | RM1: 1 · AD1: 0.6 |
| RISK-02 | risk | Who owns the organization’s most significant risks, and how clear is that ownership? | RM4: 1 · AD2: 0.5 |
| RISK-03 | risk | How rigorous is the organization at identifying the risks that actually matter? | RM1: 1 · RM4: 0.6 |
| RISK-04 | risk | How safe is it to raise a risk or bad news without being blamed? | AD1: 1 · RM1: 0.6 |
| RISK-05 | risk | How well is the authority to act on a risk matched to the person who owns it? | RM4: 1 · AU4: 0.6 |
| RISK-06 | risk | How well does the organization learn from near-misses, not just failures? | RM1: 0.8 · AD2: 0.9 |
| RISK-07 | risk | How does leadership treat risk - as a compliance chore or a judgment capability? | AD1: 0.8 · AD2: 0.8 |
| RISK-08 | risk | How well does the organization calibrate the likelihood and impact of risks? | RM1: 0.9 · RM4: 0.7 |
| RISK-09 | risk | How early does the organization tend to see trouble coming? | RM1: 1 · AD1: 0.5 |
| RISK-10 | risk | How consistently are significant risks reviewed and acted on over time? | RM4: 1 · AD2: 0.6 |
| RISK-11 | risk | When a risk materializes, does the response focus on judgment or on blame? | AD1: 1 · RM4: 0.6 |
| RISK-12 | risk | How well is risk thinking built into major decisions rather than bolted on after? | RM1: 0.9 · RM4: 0.8 |
| TECH-01 | technology ai | How ready is the organization’s structure and culture to turn AI investment into real value? | DG1: 1 · AD4: 0.7 |
| TECH-02 | technology ai | How are decisions about technology and data actually governed? | AU1: 0.9 · AD1: 0.6 |
| TECH-03 | technology ai | How usable and trustworthy is the organization’s data for making decisions? | DG1: 1 · AU1: 0.6 |
| TECH-04 | technology ai | How prepared is the workforce for the ways technology will change their work? | AD4: 1 · DG1: 0.6 |
| TECH-05 | technology ai | How safe is it to experiment with new technology and sometimes fail? | AD1: 1 · DG1: 0.6 |
| TECH-06 | technology ai | How well does the organization learn and improve as it adopts new technology? | DG1: 0.8 · AD2: 0.9 |
| TECH-07 | technology ai | How well are technology decisions coordinated with the change management they require? | AU1: 0.7 · AD4: 0.9 |
| TECH-08 | technology ai | How healthy is the organization’s culture around using data and tools day to day? | DG1: 1 · AD1: 0.5 |
| TECH-09 | technology ai | How well does the organization scale a technology that works in one place to the whole? | AD4: 0.9 · AU1: 0.7 |
| TECH-10 | technology ai | How confident are you that current technology investments will deliver their intended value? | DG1: 1 · AD4: 0.6 |
| GOV-01 | governance | How efficient is the organization’s oversight relative to the value it produces? | AU3: 1 · F1: 0.8 |
| GOV-02 | governance | How well is governance designed as a performance enabler rather than a compliance exercise? | AU1: 0.8 · A2: 0.6 |
| GOV-03 | governance | How clear are the roles and mandates of the organization’s governance bodies? | AU3: 0.9 · AU1: 0.7 |
| GOV-04 | governance | How much reporting and administrative burden does governance place on the people doing the work? | F1: 1 · A2: 0.6 |
| GOV-05 | governance | How well are controls sized to the actual level of risk? | AU3: 1 · F1: 0.7 |
| GOV-06 | governance | How clearly do people understand how governance decisions get made and by whom? | AU1: 0.8 · AU3: 0.8 |
| GOV-07 | governance | How much of leadership’s capacity is consumed by governance rituals versus real oversight? | A2: 0.8 · F1: 0.8 |
| GOV-08 | governance | How well does governance speed up good decisions rather than slow everything down? | AU3: 1 · AU1: 0.7 |
| GOV-09 | governance | How proportionate is compliance overhead to the risks it is meant to manage? | F1: 1 · AU3: 0.7 |
| GOV-10 | governance | How well does executive and board oversight focus on what truly matters? | A2: 0.8 · AU1: 0.8 |
| CHG-01 | change transformation | How much capacity does the organization have to absorb and sustain major change? | AD4: 1 · AL1: 0.6 |
| CHG-02 | change transformation | When change reaches the front line, how well does it actually take hold? | AL2: 1 · AD1: 0.5 · AD2: 0.5 |
| CHG-03 | change transformation | How well does the organization sustain change after the initial push fades? | AD4: 1 · AD2: 0.7 |
| CHG-04 | change transformation | How clearly is major change tied to a coherent strategic rationale? | AL1: 1 · AD4: 0.6 |
| CHG-05 | change transformation | How safe do people feel during periods of significant change? | AD1: 1 · AD4: 0.6 |
| CHG-06 | change transformation | How well does the organization learn and adjust as a transformation unfolds? | AL2: 0.7 · AD2: 1 |
| CHG-07 | change transformation | How well does the organization sequence multiple changes rather than pile them on at once? | AD4: 1 · AL1: 0.6 |
| CHG-08 | change transformation | How openly is resistance to change surfaced and worked through? | AD1: 1 · AL2: 0.6 |
| CHG-09 | change transformation | What does the organization’s track record on major change look like? | AD2: 0.8 · AD4: 1 |
| CHG-10 | change transformation | How ready is the organization right now to take on its next major transformation? | AL1: 0.8 · AD1: 0.7 |