By filling in this questionnaire you’ll get an assessment of your organization’s ability to conduct efficient and impactful transformations.
Taking the test will only take a short while. Please leave your email below, and we’ll send you the outcome of the test.
My organization’s vision on where we want to be in the long run is clear.
Sustainability is taken into account in our vision, strategy, and operations.
- Yes, sustainability is already at the core of our business model, and we don’t just minimize our negative impact but actively build regenerative business.
- Yes, sustainability is integrated in all functions and levels throughout the organization, but we’re mainly focusing on recognizing and minimizing our negative impact at this point.
- Yes, sustainability is included in our vision and strategy, but we haven’t quite figured out how to implement it on an operational level.
- No, we are only just now starting to recognize sustainability or haven’t taken any steps towards more sustainable business.
We utilize the possibilities of digitalization in our business.
- Yes, we live and breath digitalization, and our business is built around it.
- Yes, digitalization is recognized as a key theme in our vision and strategy, not just enabling our business, but giving us a competitive edge. We are actively building data-driven operations, but we still have work to do.
- Not really or just a little. Our IT department is trying to drive digitalization, but we haven’t been able to realize it in our everyday lives.
- No, we haven’t recognized the importance of digitalization, and we are outdated in our digital solutions and competence.
We have the agility to respond to changes in our surroundings, e.g. in technology, customer demands, and employee expectations.
- Yes, we have our finger on the pulse and can change direction quickly, even if it means big changes in our strategy.
- Mainly yes, we are trying to stay ahead of the game and be more flexibile in adapting to new situations.
- Not really, we either don’t have the required awareness or agility.
- No, we can’t keep up with the changes in our market, and our strategy is fixed for a number of years.
We have recognized internal competence and capability needs that are required to drive change.
- Yes, we are aware of our current situation and needs in the future and are scanning the situation constantly.
- Mainly yes, we try to stay on top of our current situation and future needs.
- Partly, we are still working on building the big picture.
- No, we haven’t tried or been able to recognize the need.
Change management is clear, and our culture supports it.
- Yes, top management is actively leading the change cross-functionally, and everyone is aware of what it means for them. Change is seen as a positive thing.
- Mainly yes, there are certain people taking ownership, but not everyone is involved or aware of it. We are working on building a more supportive culture.
- Not really, it’s not completely clear who’s driving the change and what it means for all parts of the organization. We haven't managed to identify what we need to improve in our culture and how.
- Not at all, it’s not clear who is driving the change, and most of the organization isn't aware of it. Change is seen as a negative thing, and we aren’t trying to change that.
We give enough focus for change initiatives with big implications, and have allocated resources adequately in terms of time, money, and people.
- Yes, we allocate resources in a focused way, and don’t try to do it all at once. We constantly reflect and iterate.
- Mainly yes, we might fall short in prioritizing initiatives and allocating resources realistically, but we are able to detect our mistakes and learn from them.
- Not really, we have a hard time prioritizing, and tend to under or overestimate one or more aspect. We haven’t found the root cause for failing, and keep repeating our mistakes.
- No, we don’t plan much, and overkills are common for us. We have been struggling to improve.
