Self-assessment
Architecture
maturity
24 statements, six dimensions, about five minutes. You get an assessment of your organisation's load-bearing structure — with concrete next steps.
Question 1 of 24
Personal Architecture
Stance, judgement, self-efficacy
Our leaders can hold tension without resolving it prematurely.
There is room for reflection — not only for reaction.
Judgement is deliberately developed here, not merely assumed.
Leaders know their own patterns under pressure.
Leadership Architecture
Roles, accountability, leadership logic
Accountability is tied to roles, not to individuals.
Leaders know which decisions are theirs alone — and which are not.
Cross-functional collaboration is structurally defined, not dependent on goodwill.
We can explain why our leadership structure looks the way it does.
Culture Architecture
Patterns, norms, cultural load-bearing structure
We discuss culture as observable patterns, not as value posters.
Unwanted patterns get named, even when it is uncomfortable.
We know which structures produce our culture daily (meetings, incentives, processes).
New joiners understand how work really happens here within a few weeks.
Future Architecture
Space of possibility, backcasting, cycles
We work with several future scenarios, not one plan assumption.
We think backwards from a desired future image into the present (backcasting) — not only forward from today.
Future work runs in recurring cycles (open — test — decide — adjust), not as a one-off project.
There is a protected space to think about the future without delivery pressure.
Decision Architecture
Decision paths, portfolio logic
For important decisions it is clear who decides and on what basis.
We document decisions including assumptions and alternatives.
We treat initiatives as bets with stake, assumption and stop criterion.
Decisions are deliberately revisited when assumptions change.
AI as mirror
Across all layers: clarity, governance, reflection
AI usage is governed: purpose, boundaries, accountability.
AI shows us where our structures are unclear — and we treat that as a signal, not an excuse.
We test AI-supported output with our own judgement instead of adopting it.
AI works across all layers here (leadership, culture, decision), not just as a tool for single teams.