First name

Strategic Intent

Strategy is clearly defined, with measurable outcomes used to guide decisions.

Strategy is documented, but not consistently translated into measurable outcomes.

Strategy is informal, known to a few, but not clearly defined or tracked.

Strategy is clear, but execution struggles to keep pace.

Execution is active, but not consistently aligned to measurable outcomes.

Both strategy and execution lack clarity.

Clearly defined revenue, cost, or risk impact would be immediately affected.

Some expected impact, but not well quantified.

Change is embedded. Clear structures, roles, and ways of working support continuous adaptation.

Change is understood as important, but execution is inconsistent or slows over time.

Change creates friction. Resistance, fatigue, or operating model constraints limit progress.

A single accountable owner is responsible for both delivery and measurable outcomes.

Delivery ownership is clear, but outcomes are shared across teams and not owned end-to-end.

Accountability largely ends at implementation, with limited ownership of outcomes.

Exception handling and optimisation (automation handles the baseline).

A mix of automated flows and manual intervention.

Predominantly manual work, with automation layered on top.

Clear, end-to-end visibility across integrated systems.

Partial visibility with some manual investigation required.

Difficult to trace due to fragmented systems and data silos.

Consistently meet or exceed expected outcomes, with outcomes actively tracked.

Outcomes vary, with limited or inconsistent post-implementation validation.

Outcomes are rarely tracked or frequently fall short.

Rarely. Data is timely, trusted, and actively used in decision-making.

Sometimes. Trust or timing issues reduce effectiveness.

Frequently. Decisions rely more on judgment than data.

Embedded in core workflows with clear productivity or decision impact.

Discussed strategically, but not operationalised.

Scaling is systematic. Clear ownership, capability, and adoption pathways exist.

Scaling works in pockets but breaks beyond initial teams due to ownership, capability, or adoption constraints.

Significant resistance, unclear roles, or limited adoption prevent scaling.