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Methodology

Transparent by design

Exactly what the instrument measures, how scores are computed, and where its limits lie. No black boxes.

Current status

Developmental instrument — not a validated measure. The Organizational Intelligence instrument is under development. Scores are interpretive and provisional. No reliability statistics, norms, or benchmarks are claimed until validation work is complete.

The instrument

What the framework measures

10 dimensions · 60 scenario questions — 6 questions per dimension, each mapping to exactly one dimension.

01

Workflow Efficiency

Questions Q01–Q06 · Tap to view the 6 questions

  1. Q01When a recurring weekly administrative task needs to be completed, what usually happens?
  2. Q02When an approval is needed to move work forward, what best describes the process?
  3. Q03When workload suddenly increases, how does the organization usually respond?
  4. Q04If employees are asked to describe a core process, what is most likely?
  5. Q05When a step in a process no longer adds much value, what usually happens?
  6. Q06How does a new employee usually learn an important recurring process?
02

Human Capacity

Questions Q07–Q12 · Tap to view the 6 questions

  1. Q07How do experienced employees spend most of their time?
  2. Q08When a team says it is 'too busy,' what is usually known about the cause?
  3. Q09If low-value repetitive work were removed, how much capacity would likely be released?
  4. Q10When a manager wants to know the status of an important task, what usually happens?
  5. Q11At the end of a very busy week, what work is most likely to remain unfinished?
  6. Q12How well does the organization know where employee work hours are going?
03

Knowledge & Information

Questions Q13–Q18 · Tap to view the 6 questions

  1. Q13When an employee needs important information to do their job, what usually happens?
  2. Q14When multiple versions of a document exist, how is the current version identified?
  3. Q15If a key expert suddenly left the organization, what would happen to important work?
  4. Q16How is a new employee usually onboarded into role-specific knowledge?
  5. Q17When a policy or process changes, how is the new information managed?
  6. Q18When the same internal question is asked repeatedly, what usually happens?
04

Communication & Coordination

Questions Q19–Q24 · Tap to view the 6 questions

  1. Q19When work is handed from one person or team to another, what usually happens?
  2. Q20At the end of a meeting where decisions are made, what usually happens?
  3. Q21When an urgent new priority appears, how is existing work adjusted?
  4. Q22How are projects involving multiple teams usually coordinated?
  5. Q23When an employee needs a quick answer from another department, what usually happens?
  6. Q24When a misunderstanding causes a work problem, what usually happens?
05

Errors, Quality & Rework

Questions Q25–Q30 · Tap to view the 6 questions

  1. Q25When the same type of error happens more than once, what usually follows?
  2. Q26At what point are errors most often discovered?
  3. Q27How is the same information handled when several parts of a process need it?
  4. Q28How does the organization understand the amount of rework being done?
  5. Q29When the same customer/client complaint appears repeatedly, what usually happens?
  6. Q30What is the main purpose of quality review in the organization?
06

Technology & Systems Integration

Questions Q31–Q36 · Tap to view the 6 questions

  1. Q31How many systems or tools does an employee typically need to complete a common task?
  2. Q32Before purchasing a new technology tool, what usually happens?
  3. Q33When two systems need the same information, how is it transferred?
  4. Q34When an existing system does not meet a team's needs, what usually happens?
  5. Q35How well does the organization know which technology tools are being used?
  6. Q36How does the organization know whether a technology investment improved performance?
07

Customer / Client Experience

Questions Q37–Q42 · Tap to view the 6 questions

  1. Q37When a returning customer/client contacts the organization, what does the employee usually know?
  2. Q38When customers/clients repeatedly ask the same question, what usually happens?
  3. Q39When a customer/client request is delayed, how quickly can the organization identify where and why?
  4. Q40How does the organization know what frustrates customers/clients most?
  5. Q41If customer/client volume increased by 30%, what would most likely happen?
  6. Q42When a service delay keeps recurring, what usually happens?
08

Leadership & Decision Intelligence

Questions Q43–Q48 · Tap to view the 6 questions

  1. Q43When leadership needs to make an important decision quickly, what is usually available?
  2. Q44When a key performance indicator declines, how does the organization investigate why?
  3. Q45How are competing priorities usually decided?
  4. Q46When the same organizational problem keeps returning, what usually happens?
  5. Q47When choosing where to invest improvement resources, what evidence is usually used?
  6. Q48After a major change is implemented, how is its impact evaluated?
09

AI & Automation Readiness

Questions Q49–Q54 · Tap to view the 6 questions

  1. Q49How is AI currently used in the organization?
  2. Q50Before a process is automated, what usually happens?
  3. Q51When employees use AI with organizational or customer/client data, what governs that use?
  4. Q52If an AI tool produces an incorrect or misleading output, what usually happens?
  5. Q53How does the organization decide which AI use cases to pursue?
  6. Q54If AI saves an employee five hours per week, what happens to that capacity?
10

People & Change Readiness

Questions Q55–Q60 · Tap to view the 6 questions

  1. Q55When a major workflow change is introduced, what do employees usually understand?
  2. Q56When an employee suggests an improvement, what usually happens?
  3. Q57When employees do not adopt a new process or tool, what usually happens?
  4. Q58When automation changes part of a role, how is the role itself managed?
  5. Q59When the organization will need a new skill in the next year, what usually happens?
  6. Q60How will the organization know whether it is more efficient 12 months from now?

The questions

60 real-world scenarios

Each question presents a realistic organizational situation with four response options. No trick questions — only honest choices.

Scenario-based

Questions describe situations organizations actually face — unclear priorities, slow decisions, knowledge stuck in people's heads. Respondents choose the option closest to their daily reality.

Maturity levels 0–3

Every response option carries a maturity level from 0 to 3. Scoring follows the meaning of the chosen option — never the position of the answer.

Scoring

A simple, auditable formula

How a score is computed

Dimension score = (earned maturity ÷ maximum maturity) × 100

  • Option maturity — each chosen option contributes its maturity level (0–3), defined by the instrument's scoring matrix.
  • Dimension score — earned maturity points divided by the maximum possible, rescaled to 0–100. Six questions per dimension.
  • Overall score — the equal-weighted mean of the 10 dimension scores. Every dimension counts the same.

Results you can trust — and reproduce

  • One participant is enough to start — results appear with a single completed participant, clearly marked preliminary until more responses arrive.
  • Version-pinned — every result stores the methodology versions in effect at computation time, so reports remain reproducible.
  • Deterministic, never AI-guessed — scores come from the published scoring matrix. AI may explain results but never computes or alters them.

Intelligence

Signals & root patterns — how they work

Beyond scores, the instrument looks for recurring problem signals and the deeper patterns connecting them.

P1–P12 problem signals

Twelve problem signals — from manual work to decision bottlenecks — are detected from answer patterns across questions. Each signal carries a severity from the scoring matrix.

R1–R6 root patterns

Six root patterns describe how signals connect — relationships only. The instrument never claims that one thing causes another.

Interpretation

Maturity stages

Scores are read as maturity stages — a description of where the organization stands today, not a grade and not a ranking.

Reactive

0–20 — the organization reacts to problems as they appear.

Developing

21–40 — first structures emerge, but practice is inconsistent.

Defined

41–60 — ways of working are defined and mostly followed.

Managed

61–80 — performance is measured and actively managed.

Optimizing

81–100 — the organization continuously improves by design.

Action

From insight to action

Development priorities are derived from the signals and patterns in your results — selected by rule, never by sales logic.

A deterministic recommendation library

Each signal maps to a fixed set of recommendations at four depths — Emerging, Significant, High, Critical — organized in three phases. The same signal always yields the same guidance.

Humans stay in charge

Recommendations state what to explore and what should stay human-led. They support judgment — they never replace it.

Participant privacy

Participants see only a thank-you confirmation — never scores, diagnostics, or comparisons. Individual answers never leave the aggregate.

Honesty

Limitations

Every instrument has limits. Here are ours, stated plainly.

  • Not validated. The instrument has not yet undergone psychometric validation. No reliability coefficients, validity evidence, or norms are claimed.
  • Self-report. Results reflect respondents' perceptions at a point in time — valuable, but not an objective audit of the organization.
  • Provisional stages. Maturity stages are interpretive aids, not validated cut-scores or benchmarks.
  • No comparisons. Scores describe your organization's own response pattern. They say nothing about how you compare to others.
  • Not diagnostic. The instrument does not diagnose organizational “conditions” and is not a substitute for professional advice.
  • Context matters. Scores should be read alongside what you know about your organization — restructuring, crises, and growth phases all shape responses.

The road ahead

Future validation pathway

Validation is a planned program of work — and until it is complete, the instrument is described only as a developmental framework.

Stage 1

Foundation

  • Literature review
  • Expert review of the scenario bank
  • Cognitive interviews with respondents

Stage 2

Pilot

  • Pilot testing with real organizations
  • Item analysis
  • Internal consistency analysis

Stage 3

Validation

  • Factor analysis
  • Construct validation against related measures
  • Revisions based on findings

Stage 4

Scale

  • Larger, more diverse samples
  • Future benchmarks — only after norms are established
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