Our Diagnostics
As we learn to navigate in crisis and emerge into a future that few have predicted or prepared for, our ability to understand the changes we are experiencing, focus on the critical, underlying issues and adapt to new realities, is crucial. Our diagnostics provide the ability to understand and focus,
within key areas of the organisation.
Based on recognised research in strategy, change and strategic portfolio management, each diagnostic self-assessments should take you about 10 minutes to complete. You’ll be able to view your score, benchmark your results against selected organisations from around the world and decide where to focus next, all in a secure and confidential setting.
Highly-Adaptive Organisation Diagnostic
As we learn to navigate in crisis and emerge into a future that few have predicted or prepared for, our ability to adapt to new realities is crucial. Highly-adaptive organisations are better equipped to reach their strategic aspirations, are more consistent in implementing strategy in the midst of uncertainty, and make adaptiveness part of their DNA.
Simply put, we find that being agile is no longer enough. Even in organisations recognised for their agility, we find a material difference (often over 20%) between what executives believe the level of adaptiveness in their organisation is, and what our diagnostic has revealed. In discussions with them, the implications for their organisation are often profound.
Adaptive Portfolio Diagnostic
As we learn to navigate in crisis and emerge into a future that few have predicted or prepared for, our ability to adapt to new realities is crucial.
Highly-adaptive organisations are better equipped to reach their strategic aspirations, and a key component of this is their ability to manage the business portfolio, not under the conditions of yesterday, but under adaptive decision-making and a new set of portfolio insights.
Strategy Activation Diagnostic
80% of strategies that are launched fail. Why is this? We have uncovered three reasons:
- There is no line of sight between the employee and their role in the strategy;
- Lack of employee engagement in developing and executing the strategy; and
- Lack of investment in the ‘activation phase’ of the strategy process.
In the constantly changing and uncertain environment organisations need to function in, the need to innovate in how we execute on our strategy and activate the entire organisation has rarely been more pronounced.
Organisations in these industry sectors have benefitted from completing this diagnostic
Organisations in these industry sectors have benefitted from completing this diagnostic
Organisations in these industry sectors have benefitted from completing this diagnostic
Highly-Adaptive Organisation DiagnostiC
As we learn to navigate in crisis and emerge into a future that few have predicted or prepared for, our ability to adapt to new realities is crucial. Highly-adaptive organisations are better equipped to reach their strategic aspirations, are more consistent in implementing strategy in the midst of uncertainty, and make adaptiveness part of their DNA.
Simply put, we find that being agile is no longer enough. Even in organisations recognised for their agility, we find a material difference (often over 20%) between what executives believe the level of adaptiveness in their organisation is, and what our diagnostic has revealed. In discussions with them, the implications for their organisation are often profound.
Organisations in these industry sectors have benefitted from completing this diagnostic
Highly-Adaptive Organisation DiagnostiC
As we learn to navigate in crisis and emerge into a future that few have predicted or prepared for, our ability to adapt to new realities is crucial.
Highly-adaptive organisations are better equipped to reach their strategic aspirations, and a key component of this is their ability to manage the business portfolio, not under the conditions of yesterday, but under adaptive decision-making and a new set of portfolio insights.
Organisations in these industry sectors have benefitted from completing this diagnostic
Highly-Adaptive Organisation DiagnostiC
80% of strategies that are launched fail. Why is this? We have uncovered three reasons:
- There is no line of sight between the employee and their role in the strategy;
- Lack of employee engagement in developing and executing the strategy; and
- Lack of investment in the ‘activation phase’ of the strategy process.
In the constantly changing and uncertain environment organisations need to function in, the need to innovate in how we execute on our strategy and activate the entire organisation has rarely been more pronounced.
Organisations in these industry sectors have benefitted from completing this diagnostic