Assessment flow

Transformation maturity and risk assessment

Complete the profiling details, answer the 36 questions, and provide your contact details to unlock your summary.

Profiling and segmentation

Respondent role Business Function Area Project phase Organization size

Biggest concern right now

Dimension 1 of 6

Leadership & Sponsorship

Response scale guide

Rate each statement based on how true it is in your current transformation environment.

1Strongly Disagree

2Disagree

3Partly True

4Agree

5Strongly Agree

Tests visible sponsorship, alignment, manager ownership, and leadership reinforcement.

1. Our executive sponsor consistently and visibly communicates why this change matters now.

1 2 3 4 5

2. Senior leaders across functions present a unified message about priorities, decisions, and expected behaviors.

1 2 3 4 5

3. Business leaders actively remove barriers and make timely decisions when the program is at risk.

1 2 3 4 5

4. Middle managers understand their role in leading the change, not just reporting status.

1 2 3 4 5

5. Leaders model the future-state behaviors and do not tolerate fallback to old ways of working.

1 2 3 4 5

6. Governance meetings focus on adoption, readiness, and business risk—not only delivery milestones.

1 2 3 4 5

Dimension 2 of 6

Change Strategy & Governance

Tests whether change is being run as a disciplined business workstream.

7. The program has a documented change strategy aligned to business outcomes, stakeholder risks, and implementation waves.

1 2 3 4 5

8. Decision rights for process, policy, communications, training, and readiness are clear and actively used.

1 2 3 4 5

9. The change plan is integrated with the delivery plan, testing calendar, cutover milestones, and business events.

1 2 3 4 5

10. The organization has defined readiness criteria for leaders, managers, users, locations, and support teams.

1 2 3 4 5

11. Change risks are tracked with clear owners, triggers, mitigations, and escalation paths.

1 2 3 4 5

12. Local variations and exception requests are evaluated through a disciplined governance process.

1 2 3 4 5

Dimension 3 of 6

Stakeholder Engagement & Communications

Tests stakeholder insight, message quality, two-way engagement, and resistance management.

13. The program has segmented stakeholders by influence, impact, and support level rather than treating everyone the same.

1 2 3 4 5

14. Stakeholder concerns are being captured systematically and are visibly shaping decisions or mitigations.

1 2 3 4 5

15. Communications explain what is changing, why it matters, what happens next, and what is expected from each audience.

1 2 3 4 5

16. Managers are equipped with team-specific talking points, FAQs, and a route to escalate issues quickly.

1 2 3 4 5

17. The program uses two-way engagement methods such as listening sessions, pulse checks, or champion feedback loops.

1 2 3 4 5

18. Resistance is identified early and addressed through practical interventions rather than generic messaging.

1 2 3 4 5

Dimension 4 of 6

Adoption, Capability & Readiness

Tests whether people will be ready and able to perform in the future state.

19. The program understands role-by-role impacts on tasks, approvals, controls, systems, and behaviors.

1 2 3 4 5

20. Training is tailored by business role, transaction complexity, and timing—not delivered as one generic package.

1 2 3 4 5

21. Critical users have access to realistic practice opportunities before go-live.

1 2 3 4 5

22. Managers know how to reinforce the change after training and after go-live.

1 2 3 4 5

23. Business areas have enough capacity and protected time to participate in testing, training, and transition activities.

1 2 3 4 5

24. The organization has a clear plan for hypercare, super-user support, and issue resolution once the change goes live.

1 2 3 4 5

Dimension 5 of 6

Benefits Realization & Value Tracking

Tests whether the transformation is tied to measurable and sustainable value.

25. The expected business benefits are specific, measurable, and understood by leaders and delivery teams.

1 2 3 4 5

26. Each major benefit has a named business owner who is accountable for achieving and sustaining it.

1 2 3 4 5

27. Current-state baselines exist for the outcomes the program is expected to improve.

1 2 3 4 5

28. The program tracks whether changed behaviors and process adoption are actually producing the expected benefits.

1 2 3 4 5

29. Leadership reviews focus on value realization and not just on schedule, budget, or technology completion.

1 2 3 4 5

30. There is a plan to sustain gains after go-live through reinforcement, metrics, and continuous improvement.

1 2 3 4 5

Dimension 6 of 6

Change Capacity, Culture & Delivery Environment

Tests whether the operating environment can absorb and sustain change.

31. The organization understands where change fatigue, competing initiatives, or peak operational periods may affect adoption.

1 2 3 4 5

32. Site, function, or business-unit differences have been reflected in deployment plans, support models, or communications.

1 2 3 4 5

33. The culture rewards experimentation, learning, and escalation of issues rather than silent workarounds.

1 2 3 4 5

34. Teams trust the new process and data enough that they are unlikely to maintain shadow systems or spreadsheets.

1 2 3 4 5

35. The organization is prepared to challenge legacy habits that conflict with the future-state operating model.

1 2 3 4 5

36. Program leaders have a realistic view of the people-side risks and are not over-relying on technology alone.

1 2 3 4 5

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