AlignedOS™ Assessment

AlignedOS™ Assessment

Measure Strategic Alignment and Organizational Excellence
Discover your organization's alignment score. This assessment evaluates how well your strategy and operations work together to achieve value creation and organizational excellence. Complete 20 questions in 5-8 minutes to receive immediate insights!

Instructions

Rate your organization's current state for each dimension using the following scale of 1 to 5 (where 1 is weak and 5 is strong):

1 = Foundational Gaps - value creation is undefined or disconnected from daily operations
2 = Emerging Alignment - pockets of alignment exist, but they are inconsistent across domains
3 = Functional Alignment - the organization operates with reasonable consistency, but optimization opportunities exist
4 = Strong Alignment - visible across domains, value creation is understood and measured
5 = Embedded Alignment - alignment is how you operate, not something you do; value creation is the lens for every decision.
1. Clear Purpose: Our organization has a well-defined mission, vision, and values that are communicated, and everyone can explain the value we create for customers.

1

2

3

4

5

1 is Weak, 5 is Strong
2. Decision-Making: When we face important decisions, we evaluate them against our purpose, if it does not serve our purpose or create value for our customers, we do not do it.

1

2

3

4

5

1 is Weak, 5 is Strong
3. Values in Action: Our stated values are observable in daily behavior, we hire, promote, and exit people based on values alignment, as well as performance.

1

2

3

4

5

1 is Weak, 5 is Strong
4. Strategic-Operational Alignment: Everyone in the organization knows our top priorities for this year, and can explain how those priorities connect to value creation.

1

2

3

4

5

1 is Weak, 5 is Strong
5. Role-to-Value Connection: Every person can explain how their specific role creates value—for customers, the business, or colleagues—not just list their tasks.

1

2

3

4

5

1 is Weak, 5 is Strong
6. Decisions Without the Bottleneck: Team members solve problems and make day-to-day decisions without waiting for the owner or senior leader, because they understand the purpose well enough to decide.

1

2

3

4

5

1 is Weak, 5 is Strong
7. Hiring for Value Contribution: When we hire, we evaluate candidates on the value they will create, in addition to skills or experience, and the direct manager can articulate that contribution before they start.

1

2

3

4

5

1 is Weak, 5 is Strong
8. Growth Aligned with Purpose: Career development and growth are based on increasing someone's ability to create value, not tenure, politics, or title accumulation.

1

2

3

4

5

1 is Weak, 5 is Strong
9. Consistency of Process Execution: If you asked two employees to describe how we do a core task, they would describe it the same way, because our processes are clear, documented, and consistently followed.

1

2

3

4

5

1 is Weak, 5 is Strong
10. Decision Rights Clarity: People know what decisions they can make, what requires approval, and who approves it, without ambiguity or unwritten rules.

1

2

3

4

5

1 is Weak, 5 is Strong
11. Cross-Functional Integration: Our workflows and procedures are structured to create value for stakeholders through coordinated effort across departments and functions.

1

2

3

4

5

1 is Weak, 5 is Strong
12. Non-Value Work is Visible: We can identify which steps in our workflows create value and which do not, and we actively work to reduce or eliminate non-value activities.

1

2

3

4

5

1 is Weak, 5 is Strong
13. Single Source of Truth: Critical business information lives in one place, not scattered across spreadsheets, inboxes, and individual computers with conflicting versions.

1

2

3

4

5

1 is Weak, 5 is Strong
14. Systems That Talk: Our key systems are integrated, data flows between them without manual re-entry, duplicate records, or reconciliation headaches.

1

2

3

4

5

1 is Weak, 5 is Strong
15. Data You Trust: When we pull a report, we trust the numbers, we do not spend hours verifying, cross-checking, or explaining why the data does not match.

1

2

3

4

5

1 is Weak, 5 is Strong
16. Technology as Enabler: Our technology saves more time than it consumes—it amplifies our ability to create value rather than adding administrative burden.

1

2

3

4

5

1 is Weak, 5 is Strong
17. Metrics That Measure Value: We track outcomes that matter, value delivered to customers, results achieved, not just activity performed or tasks completed.

1

2

3

4

5

1 is Weak, 5 is Strong
18. Everyone Knows Their Number: Every person knows what success looks like for their role this quarter, a clear target they own and can influence.

1

2

3

4

5

1 is Weak, 5 is Strong
19. Performance Review Cadence Exist: We have regular, predictable times when we review performance, weekly, monthly, quarterly, and these reviews lead to action, not just discussion.

1

2

3

4

5

1 is Weak, 5 is Strong
20. Stakeholder Value Creation: We can demonstrate how our results create value for customers, employees, and community while advancing our organizational purpose.

1

2

3

4

5

1 is Weak, 5 is Strong
Feel free to share any other operational challenges that your organization is facing:
Your Name

First NameLast Name
Contact Information

Your EmailYour Phone Number
Your Company

Company NameLocation
Please verify that you are human*
Thank You for Taking This Important Step!

Understanding your organization's alignment is the first step toward systematic excellence.
Should be Empty: