Page 1 of 2

Reputation Risk Diagnostic

1. We understand the costs created by our strategic choices around growth, speed, efficiency, safety, margins, or performance.

2. When our decisions create costs, we have clear mechanisms to absorb them through investment, staffing, controls, safeguards, transparency, or remediation.

3. We can distinguish between costs we are absorbing responsibly and costs we may be shifting onto employees, customers, communities, shareholders, or the future.

4. We are willing to slow growth, adjust incentives, increase investment, or change strategic direction when our actions shift costs onto employees, customers, communities, shareholders, or the future.

5. We have identified which hidden costs could return as talent loss, customer churn, community backlash, financial loss, regulatory penalties, litigation exposure, or reputational crisis.

6. Our leadership has a shared view of which reputation risks are most likely to materialize over the next 12–24 months.

Thank you for completing the Reputation Risk Diagnostic.

Your Organization's Total Score is out of 24.

0–6: Reputation at Risk

Your responses suggest that your organization may be relying on trust that is not adequately supported by its internal architecture. Costs may already be moving outward or forward — carried by employees, customers, communities, shareholders, or the future rather than absorbed by the organization.

A deeper diagnostic can help surface the most urgent cost paths, identify where responsibility has been displaced, and determine what must be absorbed, reduced, redistributed, or governed to prevent further erosion of trust.

Reputation Risk Diagnostic

Reputation Risk Diagnostic

1. We understand the costs created by our strategic choices around growth, speed, efficiency, safety, margins, or performance.

2. When our decisions create costs, we have clear mechanisms to absorb them through investment, staffing, controls, safeguards, transparency, or remediation.

3. We can distinguish between costs we are absorbing responsibly and costs we may be shifting onto employees, customers, communities, shareholders, or the future.

4. We are willing to slow growth, adjust incentives, increase investment, or change strategic direction when our actions shift costs onto employees, customers, communities, shareholders, or the future.

5. We have identified which hidden costs could return as talent loss, customer churn, community backlash, financial loss, regulatory penalties, litigation exposure, or reputational crisis.

6. Our leadership has a shared view of which reputation risks are most likely to materialize over the next 12–24 months.

Thank you for completing the Reputation Risk Diagnostic.

Your Organization's Total Score is out of 24.

Please provide your information below

First & Last Name

Job Title

Organization

Email Address