See where you are

For each question, choose the statement closest to how your organization works today, not how it should.

1. Question 1 of 10When an important decision is needed, what happens?

   1It waits for one or two people, and everyone knows who.2There is an agreed way to take it, which is followed when people remember.3It is taken in a known meeting, recorded, and followed up.4The way decisions are taken is itself reviewed and adjusted on evidence.
2. Question 2 of 10If a new manager asked who decides what, what would you hand them?

   1A conversation. Nothing is written down.2A document that exists, but is out of date or not followed everywhere.3A short, current page of decision rights that people use.4That page, plus the record of how it changed and why.
3. Question 3 of 10Do you know every project underway, and whether you can staff them all?

   1No single list exists; each department knows its own.2A list exists but is not kept current, and capacity is a feeling.3One current list, reviewed on a cadence, with the capacity beside it.4The list drives intake and stop decisions, and the rules change on evidence.
4. Question 4 of 10How does a new project get started?

   1Someone senior asks for it, and it starts.2There is a form or a gate, often bypassed when the request is urgent.3Through one known door, against written criteria the leadership applies.4Through the door, and the criteria are revisited as the organization learns.
5. Question 5 of 10How are projects planned and run?

   1Each project manager has their own way, and results depend on who runs it.2A shared method exists on paper; it is applied unevenly.3One method, sized to the project, applied consistently with real progress data.4The method is adjusted after each project from what the data showed.
6. Question 6 of 10When a project ends, what happens?

   1It fades out; nobody says it is finished.2A close-out is expected and sometimes done.3Every project closes with a short review the next project uses.4Close-out lessons visibly change how the next projects are run.
7. Question 7 of 10When something changes for staff, how do they find out?

   1By noticing, or from a colleague.2An announcement is sent; managers explain it if they understood it.3Managers are briefed first and explain it to their teams, with the reasons.4Those affected help shape the change, and the approach is tuned from what previous changes taught.
8. Question 8 of 10Six months after a change, how do you know whether it stuck?

   1We do not; we assume it did until something goes wrong.2We ask around.3We measure the new habit and act on what the measure says.4The measure is part of how we run, and changes that do not stick are redesigned.
9. Question 9 of 10How is a new system chosen?

   1Someone saw it, liked it, and we bought it.2A need is written down; the choice still depends largely on the vendor.3Against stated needs and the practice it will support, with the people who will use it.4The choice is reviewed after a year, and what we learned changes the next choice.
10. Question 10 of 10When you need a number to decide something, how do you get it?

    1Someone builds a spreadsheet from several places, and the figures disagree.2There is a report; its figures are trusted by some.3Agreed figures from known sources, read regularly in the meetings that decide.4The figures change what we do, and the data itself is reviewed and improved.