1.Growth Strategy: Alignment and Clarity

Our growth strategy is clear, embraced at all levels, and everyone knows their role.

Our growth strategy is clear and communicated, but not everyone knows their role.

Our growth strategy is understood by executives but not across the organization.

We have a growth strategy but understanding - even among executives - varies.

Our strategy is unclear, inconsistently articulated, and not widely shared or understood.

2.Growth Strategy: Long-term Readiness

Our long-term growth strategy is defensible, future-ready, and our board and executives are fully aligned on how we will execute.

Our long-term strategy is clear and defensible, but our board and executives are not aligned on how we will execute.

We have a long-term strategy, but how we will execute it is unclear.

Our strategy is focused on the short-term and senior leaders are unclear about their role in execution.

We lack a long-term strategy and are misaligned around roles and how we will win.

3.Growth Strategy: Value Proposition

Our value proposition is highly differentiated — no one else does what we do.

Our value proposition is distinct, but some competitors deliver similar value.

Customers see some differentiation in our value but often choose us due to familiarity.

Our value proposition is understood internally but not recognized as unique by customers.

Our value proposition is unclear and not differentiated.

4.Execution: Organizational Structure

Our organizational structure is intentionally designed to support our growth strategy and deliver maximum value.

Our structure generally supports strategy and helps us deliver value effectively.

The structure supports operations but creates friction and was not designed for growth.

The structure is unclear, with inefficiencies and overlaps that hinder execution.

The structure is unclear and is a barrier to growth.

5.Execution: Decision Rights

Decision rights and accountability are clearly defined, documented, and understood at all levels.

Decision rights are documented and understood, but mostly by senior leaders.

Executives generally understand decision rights, but they are undocumented and unclear to middle management and below.

Decision rights are unclear and undocumented; executives decide mostly by committee.

Decision authority is unclear, causing delays, mixed signals, and quality issues.

6.Leadership: Impact and Focus

Executives prioritize the delivery of both financial and healthcare outcomes and review performance monthly.

Executives monitor both financial and healthcare outcomes and review performance quarterly.

Executives understand the importance of both financial and healthcare outcomes but prioritize one over the other.

Executives agree both financial and healthcare outcomes matter but have no formal goals or measures.

Executives do not view balancing financial and healthcare outcomes as important.

7.Leadership: Performance Management

Executives track KPIs weekly, and we have systems to identify and immediately resolve performance issues.

Executives track KPIs monthly and address issues promptly.

Executives track KPIs quarterly, but there is not a documented process for addressing underperformance slowly or unevenly.

Some KPIs exist, but reviews are inconsistent, and issues are addressed only at crisis points.

Executives rarely track KPIs, and underperformance often goes unaddressed.

8.Leadership: Middle Management Quality

Middle managers embrace our strategy, effectively translate it into goals, and measure results monthly.

Middle managers align team goals with strategy, but measurement is inconsistent.

Middle managers sometimes connect goals to strategy, with uneven results.

Middle managers understand the strategy but struggle to act on it.

Middle managers are disconnected from the strategy and unclear on their role.

9.Talent Strategy: Prioritization of Roles

We prioritize top talent at all levels and use a defined process to ensure the right people are in the right roles.

We prioritize talent in leadership roles but focus less on other levels.

Most roles are filled with capable people, though talent gaps and unclear profiles remain.

Some key roles are filled with talented people, but gaps and inconsistencies exist across departments.

We lack the right people in critical roles, creating barriers to execution and growth.

10.What do you believe is the biggest threat to your organization’s success over the next 12 months?

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