Executive Impact Diagnostic

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Let's start with your name...* This field is required.
First Name
Last Name
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Email* This field is required.
example@example.com
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What industry do you work in?
Please Select
Please Select
Aged Care
Community Services
Education
Energy and Utilities
Financial Institutions
Government
Healthcare
Hospitality and Tourism
Legal Services
Local Council
Media and Communications
Not for Profit
Other
Retail and E-Commerce
Technology
Transport and Logistics
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Number of Employees
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But we also get that sometimes, strategy isn’t what’s keeping you up at night.So before we dive in, you’ve got two ways to begin:
Ready to reflect on the bigger picture and explore your organisation’s strategic foundations? Jump right into the diagnostic. It will guide you through five key dimensions that support long-term, purpose-aligned growth.
Sometimes it’s the urgent stuff that’s holding you back, team fires, funding pressures, operational bottlenecks. If that’s where your energy is right now, let’s name it first.
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What’s the biggest thing keeping you up at night about your organisation?(Or the thing that’s taking up most of your headspace right now?)
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Is there something urgent that keeps pulling your focus away from strategy or planning?(e.g. staff issues, funding, tech problems, changing regulations?)
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Where are you seeing signs of stress or strain across your team or services?(Think burnout, tension, missed deadlines, or just low energy.)
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What’s something you know needs fixing, but you haven’t had the time or headspace to tackle yet?(We all have a few of these — you’re not alone!)
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If you had support to clear one barrier right now, what would it be? and what would that free you up to focus on?(This helps us understand both the pressure and the possibility.)
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What’s something you wish your team or organisation could do better, but haven’t had the time, tools, or headspace to figure out?
Huge
Large
Normal
Small
Ok
Ok
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Thank you!

Thanks for sharing what’s front of mind right now. It helps us understand where your immediate priorities lie and what’s demanding your attention. That context is important, we’ll take it on board as we work together.

Now, let’s shift gears. This next section focuses on setting your organisation up for long-term, purposeful success. We’ll explore the core foundations that support sustainable growth, strong leadership, and lasting impact, so that while you continue to manage the day-to-day, you’re also building a future that aligns with your purpose.
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Our organisational purpose is clearly defined and expressed in simple, meaningful language.* This field is required.PURPOSE
We don’t have a clearly articulated purpose, or it’s vague and generic.
A purpose statement exists, but it’s complex, jargon-heavy, or not well known.
Our purpose is written down and somewhat meaningful, but could be clearer or more distinctive.
Our purpose is clearly defined in plain language and is relevant to our work, though there may still be room to simplify or sharpen it.
Our purpose is simple, meaningful, and memorable, people across the organisation can explain it in their own words and it feels authentic.
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Our purpose is well understood across all levels of the organisation.* This field is required.PURPOSE
Most people across the organisation don’t know what our purpose is.
A few people (mostly senior leaders) are familiar with our purpose, but it hasn’t reached the broader team.
People are aware of our purpose, but understanding varies by team or level.
Most staff can describe our purpose and see how it connects to the organisation’s work.
Everyone across all levels understands and can articulate our purpose, it’s part of how we work, lead, and talk about our impact.
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Our purpose motivates our team and guides how they show up in their work.* This field is required.PURPOSE
Our purpose has no real influence on how people work or how they feel about their role.
Some individuals are motivated by purpose, but it’s not part of the everyday culture.
Our purpose occasionally influences behaviour or morale, but it’s not consistent.
Our purpose shapes team culture and motivation, especially in key initiatives or projects.
Our purpose is a daily driver, it inspires pride, shapes how people act, and shows up in team conversations and behaviours.
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Our purpose is used actively in decision-making, planning, and communications, not just as a statement on a wall.* This field is required.PURPOSE
Our purpose is not used in any decision-making or communications.
We occasionally refer to our purpose, but it doesn’t shape decisions or plans.
Our purpose is referenced in some key decisions or documents, but not consistently.
Our purpose is used to guide strategic planning and internal communication, though not always explicitly.
Our purpose is a central lens for decisions, planning, and communications, it’s embedded in how we prioritise, measure success, and engage stakeholders.
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The leadership team is aligned around a common vision of what success looks like if we achieve our purpose.* This field is required.VISION
There is no shared or clearly defined vision across the leadership team. Everyone has a different interpretation of what success looks like.
A vision may exist, but it hasn’t been actively discussed or agreed upon by the leadership team.
Leaders generally understand the vision but may interpret or apply it differently in their areas.
The leadership team is mostly aligned on what success looks like, though there may still be gaps in how it is applied or communicated.
The leadership team shares a clear, unified vision of success and consistently uses it to guide their work and communications.
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Our vision inspires action and strategic decision-making.* This field is required.VISION
Our vision is rarely mentioned or used, it doesn’t influence plans or decisions.
Our vision is inspiring in theory but not practically connected to decision-making.
Our vision is referenced in some strategic contexts, but doesn’t consistently drive action.
Our vision shapes planning and is reflected in some major initiatives or priorities.
Our vision drives strategy and inspires action, it’s a north star that shapes what we do and why.
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Our mission clearly describes what we do and how we deliver on our purpose.* This field is required.MISSION
We don’t have a defined mission or it’s unclear what we do and how it links to purpose.
Our mission exists but is either too broad, too specific, or doesn’t reflect how we actually operate.
Our mission generally describes what we do, but may not feel connected to daily work or purpose.
Our mission accurately reflects our work and connection to purpose, though could be strengthened or simplified.
Our mission is clear, practical, and well-aligned to our purpose, it reflects what we do and how we do it. People across the organisation recognise and use it.
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Our mission guides operational and program-level decisions.* This field is required.MISSION
Our mission is not considered when making operational or program-related decisions.
The mission is occasionally referenced but doesn’t influence day-to-day decisions.
Some teams consider the mission in their planning, but it’s not embedded consistently.
The mission is used to shape operational planning and program design, particularly by leadership or specific teams.
The mission actively guides how we design and deliver programs, allocate resources, and make operational choices. It’s part of how we prioritise and deliver.
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Our strategy clearly outlines how we will achieve our purpose, vision and mission.* This field is required.STRATEGY
No documented strategy exists, or it exists only in general terms. There’s no link to purpose, vision, or mission.
A strategy exists but feels high-level or disconnected from day-to-day work. The link to purpose, vision, and mission is not clear or commonly understood.
Strategy is aligned to purpose and vision on paper, but not consistently used to guide decisions or action. Some initiatives feel disconnected.
Strategy is clearly connected to purpose and vision. It is referred to regularly in planning and is guiding key programs and priorities.
Strategy directly translates purpose into clear outcomes. It is actively used in decision-making and widely understood across the organisation. It informs priorities, trade-offs, and long-term direction.
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Type a question
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We have a clear set of strategic priorities and actions that guide our decision-making and resource allocation.* This field is required.STRATEGY
There are no clear priorities. Decisions are reactive or based on immediate needs.
Priorities are vague or change frequently. Resource allocation is ad hoc and not clearly aligned to any plan.
Strategic priorities exist but aren’t always actionable or measurable. Some decisions are guided by them, but resource use is inconsistent.
Clear strategic priorities are documented and used to drive major decisions and resource allocation. Most teams understand them.
Strategic priorities are well defined, visible, and drive both high-level and day-to-day decisions. Resourcing is tightly aligned to these priorities, and trade-offs are made transparently.
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We understand our investment strategy and have prioritised our initiatives based on our purpose, impact goals, and risk appetite.* This field is required.STRATEGY
No structured approach to investments or prioritisation. Initiatives are pursued without clarity on impact or risk.
There is some awareness of investment needs but no clear framework or alignment to risk appetite or purpose. Prioritisation is informal.
Initiatives are somewhat prioritised based on impact or risk, but decisions are not consistently strategic. Investment decisions vary by leader.
There is a clear investment strategy that considers purpose, impact, and risk. Most initiatives are prioritised with a consistent approach.
The organisation uses a structured and transparent investment model that aligns with purpose, impact goals, and risk appetite. Trade-offs are made deliberately, and investments are reviewed regularly.
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Our team understands how their work connects to the strategy and our broader purpose.* This field is required.STRATEGY
Team members are unaware of the strategy or its relevance to their work. There is a disconnect between daily work and organisational goals.
A few staff are aware of the strategy, but most do not see its relevance. References to strategy are minimal and usually come only from leadership. It feels disconnected from day-to-day work.
The strategy is communicated to staff, and some understand the link to their work. However, it is not consistently reinforced or used in practice.
Most team members understand how their work contributes to the strategy and purpose. Leaders actively reinforce these connections.
There is strong, consistent understanding across the organisation. Teams can clearly describe how their work links to strategy and purpose, and it influences how they plan, prioritise, and collaborate
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We understand what services our communities truly value and need.* This field is required.SERVICES
Services are based on internal assumptions, with little or no direct input from community members.
There is some informal feedback or anecdotal understanding, but no structured research or insight process.
Some community engagement has been done, often one-off or reactive. There’s partial clarity about what is truly valued.
Services are regularly shaped by structured feedback and engagement. There is clear understanding of community preferences and unmet needs.
Deep understanding of community needs through continuous feedback loops, research, and co-design. Insights directly shape service decisions.
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Our service offerings are clearly defined, aligned with our strengths, and designed to help us achieve our purpose and strategic goals.* This field is required.SERVICES
Services are unclear, inconsistent, or reactive. There is no clear link to purpose or strengths.
Some services are defined, but others have evolved without strategic intent. Alignment to purpose or capability is patchy.
Service offerings are articulated, with growing awareness of what aligns to purpose and internal strengths.
Services are well defined, strategically aligned, and focus on core capabilities that deliver impact.
There is a clear, purpose-led service architecture that focuses resources where the organisation has strength and greatest impact. Trade-offs are well understood.
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We understand which distribution channels our communities prefer, and we use that insight to deliver our services in accessible and effective ways.* This field is required.SERVICES
Services are delivered through limited or outdated channels without consideration of accessibility or community preferences.
Some effort is made to use preferred channels, but this is inconsistent or based on assumptions.
Preferred channels are partially known and being integrated. Accessibility is improving, but there are still gaps.
Distribution is guided by community insights. Services are delivered through channels that reflect preferences and increase reach.
A multi-channel, community-informed approach ensures services are accessible, responsive, and inclusive. Preferences and access barriers are reviewed and acted on regularly.
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We understand all the steps, people, and tools involved in delivering our services – and how they fit together to create value.* This field is required.SERVICES
We haven’t mapped out how our services are delivered. Different people have different ways of doing things, and we don’t have a shared view of what makes it work.
Some parts of the service process are known, but we haven’t fully captured the steps or support systems. There’s limited visibility across teams.
We have a general understanding of how things work and who is involved, but it’s not documented or consistently used to improve our delivery.
The main service delivery steps are mapped, giving us a shared view of how things fit together. However, roles and tools are not fully captured, so consistency and improvement are limited.
Our full service delivery process is clearly mapped, regularly reviewed, and used to guide improvements. Everyone understands how their work contributes to delivering value.
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We regularly review and adapt our services based on community feedback, outcomes, and evolving needs.* This field is required.SERVICES
Services rarely change. Feedback is not captured or acted upon.
Ad hoc adjustments are made, often driven by complaints or funder requirements rather than strategy or insight.
Feedback is collected, and there are some regular review cycles, but action is inconsistent or siloed.
Community feedback and outcomes are used in structured service reviews. Adaptations are documented and intentional.
The organisation has a strong learning culture. Continuous improvement is built into service design, driven by data and lived experience.
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Our business model is intentionally designed to generate revenue that enables us to deliver our services and achieve our purpose.* This field is required.BUSINESS MODEL: REVENUE ALIGNMENT
We don’t have a clear business model or it has developed organically without intentional design.
We have a basic understanding of how we generate income, but it hasn’t been reviewed or shaped intentionally to support our purpose.
Our business model supports some of our services and purpose, but there are gaps or misalignments we’re aware of.
We’ve designed our business model to align with our services and purpose, and it generally enables sustainable delivery.
Our business model is clearly and intentionally designed to deliver on our purpose. It supports service delivery, sustainability, and strategic growth.
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We have a clear understanding of how our current revenue sources contribute to our financial sustainability and strategic goals.* This field is required.BUSINESS MODEL: REVENUE ALIGNMENT
We have limited visibility over where our revenue comes from or how it supports sustainability.
We know the basic breakdown of our revenue but haven’t linked it clearly to long-term sustainability or goals.
We understand our revenue sources and how they contribute in broad terms, but there’s room to improve our analysis or decision-making.
We have a good understanding of each revenue stream and how it contributes to our impact, goals, and viability, but we don’t consistently use this insight to drive decisions or refine our strategy.
We actively monitor our revenue sources, understand how each supports sustainability and strategy, and use this insight to guide decisions.
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We actively explore new or diversified revenue opportunities that are aligned with our purpose and do not compromise our values.* This field is required.BUSINESS MODEL: REVENUE ALIGNMENT
We haven’t explored any new or alternative revenue sources. We rely on the same income streams year to year.
We occasionally consider new revenue ideas, but don’t do this consistently or strategically.
We explore new revenue ideas from time to time, and some are tested, but it’s not done consistently or linked to a clear strategy.
We regularly explore new revenue opportunities and assess whether they align with our values and purpose.
We have a structured approach to diversifying revenue in ways that deepen our impact, strengthen resilience, and uphold our values.
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We understand how our operating costs impact our ability to deliver our services and achieve our purpose, and use this insight to make informed decisions.* This field is required.RESOURCES AND OPERATING COSTS
We have limited visibility over our operating costs or how they relate to service delivery.
We know our general expenses but don’t actively link them to purpose or decision-making.
We understand key cost drivers and consider them when making some decisions, but the link to purpose isn’t always clear.
We regularly assess our costs and use this information to guide choices about service delivery. However, the connection to purpose and longer-term sustainability is not always consistent.
We clearly understand how costs affect delivery and purpose, and use this insight to optimise spending, improve services, and strengthen sustainability.
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Our resourcing decisions reflect our values and long-term impact goals - not just short-term organisational goals.* This field is required.RESOURCES AND OPERATING COSTS
We mostly make resourcing decisions based on short-term need or budget constraints.
We occasionally consider our values or long-term goals, but this doesn’t drive our resourcing.
Our values and goals influence some resourcing decisions, but we could be more intentional.
We regularly weigh up values and long-term impact when allocating resources, even when it’s challenging.
Resourcing decisions consistently reflect our purpose, values, and long-term goals — and we openly communicate this within the organisation.
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We understand the true cost of delivering our services and have designed them to be financially sustainable.* This field is required.RESOURCES AND OPERATING COSTS
We don’t know how much our services cost to deliver or whether they are financially viable.
We have some rough estimates of service costs, but we don’t use them to shape delivery or design.
We understand the cost of key services and are working toward improving sustainability.
We know the full cost of our services and have designed most of them to be financially viable over time.
We fully understand the cost of each service and have designed delivery models that balance financial sustainability with mission impact.
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We understand the key risks that could affect our ability to deliver services, protect our reputation, and achieve our purpose.* This field is required.RISK MANAGEMENT AND REGULATION READINESS
We haven't identified our key risks. There is little awareness across the team, and risks are mostly managed reactively when issues arise.
We have a basic risk register, but it's out of date or siloed within leadership. The team is not engaged in identifying or understanding risks.
Key strategic and operational risks are identified and reviewed occasionally. Leaders are aware, but front-line staff have limited visibility.
Risk awareness is part of leadership planning. Our team understands major risks and contributes to identifying new ones. We consider risk when setting priorities.
We take a proactive and inclusive approach to risk. Everyone in the organisation understands the top risks to purpose and service delivery, and risk conversations inform everyday decisions.
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Our leadership and teams have clear processes to monitor and respond to emerging risks and issues.* This field is required.RISK MANAGEMENT AND REGULATION READINESS
There are no consistent processes to monitor risk or respond to emerging issues. Responses are ad hoc.
Some risks are tracked by individuals or departments, but it's inconsistent and not well documented.
A basic monitoring process is in place, but roles and escalation pathways are unclear. We often rely on individual judgement.
There are clear processes for identifying and escalating risks. Leadership actively monitors risk trends and responds in a timely way.
Risk monitoring is embedded into project, service, and operational review cycles. Teams are confident in identifying, escalating, and responding to risks in real-time.
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We have strong visibility of changes in our operating environment, including regulatory, political, or funding risks - and use these insights to guide decisions.* This field is required.RISK MANAGEMENT AND REGULATION READINESS
We make decisions without considering the external context. We are often surprised by sector changes.
We occasionally hear about external changes through networks but don’t proactively track them.
We are aware of the major issues, but monitoring is informal. Decisions are not always influenced by external insights.
We regularly monitor sector, policy, and funding changes. These are factored into service and strategic decisions.
We use environmental scanning as part of our planning and risk review. Trends, regulations, and funding shifts are anticipated early, allowing strategic repositioning.
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We have systems in place to meet all relevant compliance and regulatory requirements — without letting them override our values.* This field is required.RISK MANAGEMENT AND REGULATION READINESS
We're unclear about our obligations and worry we may not be compliant.
We meet core requirements, but compliance is treated as a separate "admin" function.
We meet most obligations but sometimes struggle with audits or reporting. Compliance is not clearly linked to service design or delivery.
Compliance requirements are integrated into operations and reviewed regularly. Our team is trained and confident.
We meet or exceed standards. Compliance is part of our values-driven approach to quality, safety, and transparency.
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We regularly reflect on how risk and compliance decisions impact our clients, team, and ability to deliver with purpose.* This field is required.RISK MANAGEMENT AND REGULATION READINESS
We make risk or compliance decisions based only on legal or funding requirements. Impacts on people are not considered.
We sometimes talk about the impact of compliance, but it's not a structured part of our decision-making.
We reflect on trade-offs when implementing policies, especially those that affect clients or staff.
We actively weigh compliance and operational risk alongside community impact and staff wellbeing. We consult teams when planning responses.
Our risk and compliance frameworks are purpose-aligned. We consistently reflect on how decisions will affect access, experience, equity, and staff trust, and adjust where needed.
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We have a clear understanding of the experience our clients, community, or stakeholders have when engaging with our services.* This field is required.CLIENT / COMMUNITY EXPERIENCE AND FEEDBACK LOOPS
We haven’t intentionally explored the experience of those engaging with our services. Our understanding is based mostly on assumptions.
We’ve collected occasional feedback or anecdotal input, but haven’t mapped or analysed the full service experience.
We have some service experience information (e.g. complaints data or survey results), but it's not comprehensive or regularly reviewed.
We’ve mapped key service experiences and regularly review insights to understand what it’s like to engage with us.
We have a deep, shared understanding of the end-to-end experience. Insights are regularly updated and actively used to improve our services.
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We actively seek feedback from the people and communities we serve and use it to improve how we design and deliver our services.* This field is required.CLIENT / COMMUNITY EXPERIENCE AND FEEDBACK LOOPS
We rarely or never seek structured feedback from the people we serve.
We occasionally collect feedback, but it’s not systematic or clearly linked to improvement actions.
We have basic feedback mechanisms in place, and some improvements have resulted from feedback.
We regularly collect and review feedback and use it to shape improvements in our services.
We have a structured, inclusive feedback loop that informs service design and delivery in real time. Feedback is valued and acted on.
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We co-design improvements to our services with the people who use them.* This field is required.CLIENT / COMMUNITY EXPERIENCE AND FEEDBACK LOOPS
We haven’t involved clients or community members in service design or improvement.
We’ve asked for input or validation, but haven’t truly co-designed with the people we serve.
We include community members in workshops or reviews, but not consistently across all services.
We collaborate with service users in key service redesign efforts and value their lived experience.
Co-design is embedded in how we work. We partner with clients and communities to shape services from start to finish.
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Our services are accessible to the communities and individuals who need them.* This field is required.CLIENT / COMMUNITY EXPERIENCE AND FEEDBACK LOOPS
We haven’t assessed whether our services are accessible or inclusive for different community needs.
We’ve taken limited steps to improve accessibility, but there are still major gaps.
We’ve addressed some accessibility needs (e.g. physical, cultural, digital), but it’s not yet comprehensive.
Our services are accessible to most people who need them, and we review this regularly.
Accessibility is a core part of our design and delivery. We actively remove barriers and adapt services to meet diverse needs.
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We have a clear understanding of our organisation’s value chain, the key activities that enable us to create and deliver impact.* This field is required.OPERATIONAL PROCESSES & VALUE CHAIN
We haven’t identified the steps or activities that contribute to delivering our services or creating impact.
We have a general idea of the work we do, but we’re not clear on which steps are most important for delivering value.
We can describe the key parts of how we deliver our services, but it’s not mapped or consistently understood.
We have a clear picture of the key activities that drive our services and impact, and most of our team understands this.
We’ve mapped the full journey of how we create impact, and use it to guide decisions, improve services, and allocate resources effectively.
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We’ve designed our day-to-day operations to support each step of how we deliver services and make an impact through our value chain.* This field is required.OPERATIONAL PROCESSES & VALUE CHAIN
Our day-to-day work has grown organically. We haven’t intentionally designed how our operations support service delivery or impact.
Some operational processes are thought out, but we haven’t connected them to how we deliver services or create impact.
We’re beginning to shape our operations around key delivery activities, but it’s inconsistent and not always linked to impact.
Our operations are mostly designed to support how we deliver services, and we can see how they connect to our impact goals.
Our operations are intentionally structured to align with each step of our value chain, consistently supporting service delivery and maximising impact.
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Our operational processes are mapped in a way that clearly shows how we deliver our services and achieve our outcomes.* This field is required.OPERATIONAL PROCESSES & VALUE CHAIN
We have limited or no documented processes.
Some high-level process maps exist, but they’re outdated or not well understood.
Key processes are mapped, but they don’t yet reflect full service delivery or outcomes
Most of our processes are mapped in detail, with clear links to service delivery and outcomes.
Processes are well-documented, actively used, and clearly show how services are delivered and how outcomes are achieved.
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Our core processes are consistently applied across the organisation.* This field is required.OPERATIONAL PROCESSES & VALUE CHAIN
There is little consistency; teams use their own processes or systems.
Some processes are consistent, but many are applied differently across teams or functions
There is growing consistency, especially in high-risk areas, but variability still exists in day-to-day practice.
Core processes are applied consistently across teams, with only minor exceptions
There is strong process discipline. Core processes are embedded, consistent, and well-supported by systems and training.
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We regularly review and improve our processes to ensure they remain fit for purpose and aligned with our goals.* This field is required.OPERATIONAL PROCESSES & VALUE CHAIN
Processes are rarely reviewed and only change reactively.
Reviews happen occasionally or in response to issues, not as part of a routine improvement cycle.
There are some structured improvement efforts, but they’re limited in scope or frequency
We have regular process reviews and make adjustments to stay aligned with goals and client needs.
Continuous improvement is embedded. Processes are reviewed systematically, with input from staff and service users, and improvements are tracked.
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We have clearly defined roles and responsibilities across the organisation.* This field is required.PERFORMANCE AND ACCOUNTABILITY
Roles and responsibilities are unclear, often overlapping or missing. People are unsure where their job starts and ends.
Some roles are defined, but there’s still confusion or duplication. Key responsibilities aren’t consistently documented or understood.
Most roles are outlined, but clarity varies across teams or levels. Gaps or overlaps still occasionally cause issues.
Roles and responsibilities are well defined for most areas, and people generally understand what’s expected of them.
Everyone understands their role and how it contributes to the organisation’s work. Responsibilities are clearly defined, documented, and consistently applied across the organisation.
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Performance expectations are understood and aligned with our organisational purpose and strategic goals.* This field is required.PERFORMANCE AND ACCOUNTABILITY
There are no clear expectations for individual or team performance, and no link to strategy or purpose.
Some performance expectations exist, but they aren’t consistently communicated or tied to broader goals.
Most people understand what’s expected of them, and some performance goals link to strategy, but it’s not consistent.
Performance expectations are clearly communicated and mostly aligned to strategic priorities and purpose.
Everyone understands how their performance contributes to our strategy and purpose. Expectations are clearly aligned, consistently communicated, and reinforced in regular reviews.
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We have governance structures in place that support consistent, purpose-aligned decision-making and accountability.* This field is required.PERFORMANCE AND ACCOUNTABILITY
Decisions are made informally, with no clear governance structure or accountability.
Some structures exist (e.g. a board or leadership team), but they don’t always guide consistent or purpose-aligned decisions.
There are governance structures in place, but their effectiveness or alignment with purpose is inconsistent.
Governance structures are well defined and mostly used to support strategic, purpose-aligned decisions and accountability.
We have strong, well-functioning governance structures that ensure decisions are aligned with our purpose and that accountability is embedded at every level.
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There is follow-through on responsibilities, and individuals are held accountable for delivering on their commitments.* This field is required.PERFORMANCE AND ACCOUNTABILITY
There’s little or no follow-up when commitments are missed. Accountability is unclear or not enforced.
Some follow-up happens, but accountability is inconsistent or depends on the leader or team.
Most people are held accountable, but consequences or feedback aren’t always consistent or transparent.
Individuals are generally held accountable, and there’s a strong culture of follow-through and ownership.
There is a strong culture of accountability. Everyone follows through on their commitments, and there are consistent systems to support performance, feedback, and improvement.
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We deliver projects in a structured way, with clear objectives, timelines, and responsibilities.* This field is required.PROJECT DELIVERY & GOVERNANCE
Projects are delivered informally or reactively. There’s little structure, and roles or timelines are often unclear.
Some projects have structure, but approaches vary. Objectives, timelines, or responsibilities are not consistently defined or tracked.
Most projects are managed with some structure in place, but there may be variation across teams or gaps in consistency.
"To a large extent Projects are consistently delivered with clear plans, roles, and milestones. Most teams follow an agreed project approach."
Projects are delivered using a standard, structured approach across the organisation. Objectives, timelines, roles, and responsibilities are clearly defined, documented, and monitored.
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Our projects are intentionally aligned to our strategic priorities and organisational purpose.* This field is required.PROJECT DELIVERY & GOVERNANCE
Project selection is reactive or based on who is available, with no clear link to strategy or purpose.
Some projects align to strategic priorities, but many are undertaken without clear purpose or prioritisation.
There is awareness of the need to align projects to strategy, but not all projects are reviewed or chosen with this in mind.
Most projects are aligned to strategic goals and purpose, with a clear rationale and approval process.
All projects are intentionally selected and prioritised based on alignment to purpose, impact goals, and strategic priorities. There is a clear project pipeline process and portfolio view.
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There is strong governance and visibility across our project portfolio, including accurate tracking of project health and progress.* This field is required.PROJECT DELIVERY & GOVERNANCE
There’s no oversight of project activity. Progress is unclear and varies across teams.
Some projects have oversight, but there’s no consistent method for tracking or visibility across the portfolio.
Project tracking exists for larger or high-priority initiatives, but there’s limited visibility at the whole-of-organisation level.
Most projects are monitored and reported on. Governance structures are in place and used to manage risks and issues.
There is a clear governance model across the project portfolio. All projects are monitored for progress, risks, and health using consistent tools and reviewed regularly.
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There is strong governance and visibility across our project portfolio, including accurate tracking of project health and progress.* This field is required.PROJECT DELIVERY & GOVERNANCE
There’s no oversight of project activity. Progress is unclear and varies across teams.
Some projects have oversight, but there’s no consistent method for tracking or visibility across the portfolio.
Project tracking exists for larger or high-priority initiatives, but there’s limited visibility at the whole-of-organisation level.
Most projects are monitored and reported on. Governance structures are in place and used to manage risks and issues.
There is a clear governance model across the project portfolio. All projects are monitored for progress, risks, and health using consistent tools and reviewed regularly.
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We review project outcomes and apply learnings to improve future initiatives.* This field is required.PROJECT DELIVERY & GOVERNANCE
Projects end without formal review. Lessons are rarely captured or shared.
Some teams do basic reviews, but learnings are not shared or used to improve future work.
Post-project reviews happen inconsistently. Some learnings are captured, but not embedded into future planning.
Project reviews are routinely conducted, and insights are documented and shared within teams.
All projects include structured reviews of outcomes and lessons learned. Learnings are fed into continuous improvement and influence future project planning and delivery.
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Our leaders consistently model the behaviours and values that reflect our organisational purpose.* This field is required.LEADERSHIP BEHAVIOURS AND ROLE MODELLING
Leaders rarely demonstrate behaviours that reflect our values or purpose. There is a gap between what’s said and what’s done.
Some leaders show behaviours aligned with our purpose, but it’s inconsistent and often not intentional.
Most leaders model purpose-aligned behaviours, but it may not be visible to the broader team or consistently reinforced.
Leaders consistently act in ways that reflect our purpose and values, and are seen as role models across the organisation.
Purpose-led behaviours are deeply embedded and expected at all levels of leadership. Leaders are intentional, visible, and inspire others to follow suit.
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Our leaders create clarity by helping teams focus on what matters most and removing distractions.* This field is required.LEADERSHIP BEHAVIOURS AND ROLE MODELLING
Teams often feel overwhelmed or unclear on priorities. Leaders don’t support in narrowing focus.
Leaders attempt to provide clarity, but priorities frequently shift or are unclear, leading to confusion.
Leaders provide some direction and attempt to reduce noise, but this isn’t consistent or across all levels.
Leaders help teams focus by communicating clear priorities and shielding them from distractions when possible.
Leaders consistently create alignment and clarity, enabling teams to focus on what matters most with confidence and purpose.
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Our leaders actively apply our purpose when shaping strategic priorities and long-term plans.* This field is required.LEADERSHIP BEHAVIOURS AND ROLE MODELLING
Strategic decisions are disconnected from purpose. Purpose is not referenced in planning or prioritisation.
Purpose is sometimes considered in high-level discussions but doesn’t meaningfully guide decisions.
Purpose is referenced during strategic planning, but may compete with other drivers like funding or urgency.
Purpose plays an active role in shaping strategy. Leaders consider alignment when setting long-term direction.
Purpose is the anchor for all strategic planning. It drives priorities, resourcing, and long-term commitments.
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Our organisational culture actively supports our purpose and evolving strategy, enabling us to achieve our goals as we grow.* This field is required.CULTURE AND VALUES IN ACTION
Our culture feels disconnected from our purpose or strategy. It may have suited us in the past, but now creates barriers to progress or growth.
There is growing awareness that our culture needs to shift, but no clear actions have been taken yet. Purpose and strategy are not well supported.
We’ve started to make changes to align culture with our strategic goals, but it’s not yet consistent or embedded across the organisation.
Our culture is evolving in step with our strategy. It enables purposeful collaboration, innovation, and accountability as we grow.
Culture is a clear enabler of impact. It is intentionally shaped to support both our purpose and strategic priorities, and is actively stewarded as we scale.
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Our people understand what our values look like in practice and consistently apply them in how they work.* This field is required.CULTURE AND VALUES IN ACTION
Most people don’t know our values, or don’t see how they relate to their role.
Our values are known in name but not clearly translated into behaviours or expectations.
Teams are starting to connect our values to day-to-day work, but it’s not consistent or embedded.
Our values are part of how people work, and there’s a shared understanding of what they look like in action.
Everyone knows how to live our values, and they’re a natural part of how we work, communicate, and make decisions. They’re reinforced through stories, recognition, and accountability.
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Our culture creates an environment where people are supported to work with purpose, focusing on what matters most, using their strengths, and contributing meaningfully to our goals.* This field is required.CULTURE AND VALUES IN ACTION
People often feel disconnected from the bigger picture. Work feels task-driven with little sense of purpose or clarity about priorities.
Some individuals are clear on what matters and how they contribute, but this isn’t consistent. Workloads and systems sometimes get in the way of meaningful work.
People generally understand what’s important and feel supported to focus on it. There’s room to strengthen how roles, systems, or leadership support this further.
The environment enables most people to focus on purposeful work. They know how their role fits in, use their strengths, and are supported by leadership and systems.
Our culture empowers everyone to do meaningful work. People are clear on priorities, supported to use their strengths, and able to focus energy on delivering purpose.
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People feel safe and supported to speak up, raise concerns, and hold one another accountable - even when the conversations are hard.* This field is required.CULTURE AND VALUES IN ACTION
People are hesitant to speak up. Concerns are rarely raised, and accountability is avoided or inconsistent.
A few people feel comfortable raising issues, but most don’t. Difficult conversations are often avoided.
Many people feel safe to speak up and share concerns, but this isn’t consistent across all teams or situations.
Most people feel comfortable having honest conversations and holding each other accountable. Leaders support this behaviour.
Open, respectful feedback is a normal part of how we work. People feel confident raising concerns, and accountability is shared in a constructive way across all levels.
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We approach organisational change as a necessary and purposeful part of achieving our mission.* This field is required.CHANGE READINESS & ADAPTABILITY
Change is seen as disruptive or unnecessary. There’s resistance or fear, and it’s not clearly linked to our mission.
Change is accepted when needed but often feels reactive or disconnected from purpose.
Change is generally understood as necessary but not always clearly tied to our mission or long-term goals.
People understand that change is part of achieving our mission and usually see the purpose behind it.
Change is embraced as essential to delivering our mission. It’s framed as a positive, intentional part of how we grow and improve.
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Our organisation adapts well to change, responding with flexibility while maintaining focus and direction.* This field is required.CHANGE READINESS & ADAPTABILITY
We struggle to adapt. Changes often cause confusion, loss of focus, or internal friction.
We adapt when needed but often lose momentum or direction in the process.
We manage change with some success. It can take time to regain focus or adjust fully.
We’re flexible and responsive. We stay focused and aligned, even during periods of significant change.
We adapt quickly and intentionally. Change strengthens our focus and clarity, helping us move forward with purpose.
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We actively support our people through change by communicating clearly and involving them in the process.* This field is required.CHANGE READINESS & ADAPTABILITY
Communication is limited or unclear. People often feel left out or uncertain during change.
Communication happens, but not consistently. Involvement in change is limited or ad hoc.
People are informed and somewhat involved in change, though clarity and consistency could improve.
We communicate clearly and involve our people in change. They feel informed, supported, and included.
Change is a shared journey. Communication is transparent, two-way, and people are actively engaged throughout the process.
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Our change initiatives are guided by our purpose and values, not just operational needs.* This field is required.CHANGE READINESS & ADAPTABILITY
Changes are made for operational or reactive reasons, with little connection to purpose or values.
Some change is aligned with purpose and values, but many decisions are driven by short-term or external pressures.
We try to align change to our purpose and values, but it’s not always intentional or clearly communicated.
Most of our change initiatives are grounded in purpose and values, with clear links to our broader goals.
Purpose and values are at the centre of how we lead change. They shape what we do, how we do it, and how we bring people along.
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We have clear and meaningful metrics that help us understand whether we are delivering on our purpose.* This field is required.MEASUREMENT & METRICS
We don’t currently track metrics related to our purpose, or only have broad, output-focused data (e.g. number of clients served).
We have some basic measures in place, but they don’t clearly link to our purpose or outcomes. Most are operational or compliance-based.
We track a mix of output and outcome data, and we’re starting to align some of it to our purpose (e.g. how clients benefit from our services).
We have a set of well-defined metrics that clearly reflect whether we’re progressing towards our purpose, and they are reviewed regularly.
Our metrics are tightly aligned to our purpose, clearly tell the story of our impact, and are embedded in how we plan, review, and improve.
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We regularly review data to inform decisions about our services, operations, and strategy.* This field is required.MEASUREMENT & METRICS
We rarely use data in decision-making. Reviews are informal or ad hoc.
We occasionally review data, but it’s not consistent or clearly linked to decision-making.
We review data for some areas (like service usage or finance), and use it to guide improvement where possible.
Data is reviewed across key areas (services, operations, strategy), and it informs most decisions and improvement actions.
Data is a core part of our rhythm — reviewed regularly by teams and leaders, clearly informing service delivery, resourcing, and strategy.
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Our metrics include both qualitative and quantitative insights that reflect our impact.* This field is required.MEASUREMENT & METRICS
We only collect numbers (e.g. outputs), with little to no qualitative data like feedback or stories.
We collect some feedback, but it’s inconsistent or not linked to our main measures.
We collect both quantitative and qualitative data, but only use one type regularly in our reporting.
We use both types of data to understand our impact. For example, pairing service stats with stories or client feedback in reviews.
We intentionally collect and use qualitative and quantitative data together to create a rich, balanced picture of our impact, helping us tell compelling stories and make better decisions.
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We regularly reflect on what’s working and what’s not to improve how we work and deliver impact.* This field is required.LEARNING AND COUNTINOUS IMPROVEMENT
We rarely reflect on what’s working or not. We’re mostly focused on getting through the day-to-day.
We sometimes discuss what’s not working, but it’s informal and doesn’t usually lead to changes.
We hold occasional team reflections or debriefs and try to act on the insights, though not consistently.
We regularly pause to reflect individually and as a team, and use that to adjust how we work and improve delivery.
Reflection is embedded in our rhythm. We consistently review what’s working, openly discuss challenges, and use this to grow our impact.
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We use data, feedback, and experience to make intentional improvements over time.* This field is required.LEARNING AND COUNTINOUS IMPROVEMENT
We don’t often use feedback or data to inform changes. Improvements are reactive or based on gut feel.
We use some feedback and data, but mostly for reporting or compliance, not as part of how we improve.
We occasionally use data or experience to inform improvements, but not in a structured or ongoing way.
We intentionally use feedback, performance data, and team experiences to guide and prioritise improvements.
We have a clear, repeatable process for using insights from data, feedback, and team experience to continually improve, across services, systems, and strategy.
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Continuous improvement is part of how we work, not just something we do when things go wrong.* This field is required.LEARNING AND COUNTINOUS IMPROVEMENT
We only make changes when something breaks or goes really wrong.
We talk about improvement, but most changes happen reactively or during crisis.
We make improvements when needed, and we’re starting to create more proactive habits.
We seek out ways to do things better (not just when there’s a problem) and act on those opportunities.
Improvement is part of our culture. Everyone is encouraged to spot opportunities, suggest changes, and take action to deliver better outcomes.
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Our approach to innovation is guided by our purpose, values, and a deep understanding of the needs of our community and environment.* This field is required.INNOVATION & FUTURE READINESS
We don’t have a clear approach to innovation. New ideas happen occasionally but aren’t tied to purpose or community needs.
We sometimes explore new ideas, but they’re often based on convenience, trends, or funding opportunities rather than purpose or values.
We’re beginning to shape our innovation around purpose and values, but it’s not yet consistent or embedded.
We actively consider our purpose, values, and community needs when exploring new ideas or services.
Our innovation approach is intentional and purpose-led. We co-design with community, align to values, and focus on creating lasting, positive change.
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We generate new ideas and explore better ways of working to help us meet our goals and increase our impact.* This field is required.INNOVATION & FUTURE READINESS
We rarely seek out or act on new ideas. We mostly stick with what we know.
We occasionally try new things, but it’s not systematic or encouraged across the organisation.
We try to explore new ways of working, especially when current methods aren’t working, some staff lead this informally.
We encourage new thinking and regularly try new approaches to improve how we work and deliver outcomes.
Innovation is part of how we operate. Our team is empowered to experiment, test, and improve how we deliver impact in line with our goals.
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We think about the future and adapt our organisation to stay relevant and effective over time.* This field is required.INNOVATION & FUTURE READINESS
We mostly focus on day-to-day operations. Future planning is rare or reactionary.
We recognise the need to adapt but often get stuck in the present or wait until external forces push change.
We’re starting to look ahead and make changes, but we’re still learning how to do this proactively.
We actively plan for the future and adapt our services, systems, or capabilities to stay relevant and effective.
Future thinking is embedded. We regularly scan for trends, review risks and opportunities, and evolve our organisation to lead change, not just respond to it.
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We pursue innovation with focus and discipline, ensuring new ideas are aligned to our purpose and don’t distract from core goals.* This field is required.INNOVATION & FUTURE READINESS
We often jump at new ideas or trends without considering how they fit with our purpose, strategy, or capacity. Innovation tends to create confusion or overwhelm.
Some innovation efforts are aligned, but we often say yes to opportunities that take us off track or stretch our resources thin. Focus is a challenge.
We’re becoming more selective, starting to assess how new ideas fit our direction, but we still sometimes lose focus.
We have a clear process to evaluate new ideas and ensure they’re purpose-aligned before pursuing them. Most of our innovation efforts are strategically focused.
Innovation is intentional and disciplined. We prioritise depth over distraction — pursuing only the opportunities that truly enhance our impact and help us serve our community better.
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Thank you for completing the Executive Impact Diagnostic!

We know your time is valuable, so we appreciate you taking a the time to work through the questions. Your responses will help us generate insights about how your organisation is currently set up to create impact.

The report is designed to give you a clearer view of how your organisation is currently set up to create impact, highlighting strengths you can build on as well as areas that may be worth exploring further.

If you would find it helpful to talk through the results with someone, you are very welcome to book a conversation with one of our experts. We can walk you through what the report means in practice, answer any questions, and explore a few practical ideas for how the insights might be useful in your context.

Thanks again for taking part. We hope the report provides some valuable insights for you and your team.
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Thank you for completing the Executive Impact Diagnostic!