The Organizational Clarity Diagnostic

The Organizational Clarity Diagnostic
Part 2: Diagnostic

Let's assess where your bottlenecks are.

This 25-question diagnostic scores your clarity (out of 100) across 6 foundational tiers, from Customer Alignment to Operational Excellence.

Answer objectively based on your organization's current reality, not its aspiration. We're diagnosing system cracks, not individual performance.

Disclaimer: This score is a self-reported indicator of systemic clarity and risk. True root causes and solutions require deeper, data-driven analysis.

1. How often do you formally validate your value proposition/pricing against the current market?*

We rely on instinct or historical data.Annually, usually via leadership review.Quarterly, with sourced market research/internal data.Continuously, through A/B testing, user groups, and dedicated feedback loops.
2. How do you approach understanding your ideal target customer's evolving needs?*

We rely on anecdotes and internal views.We use informal sales feedback.We use structured surveys/focus groups and have established data streams.Customer data is a non-negotiable input for all strategic decisions.
3. How efficiently does your company react to emergent customer needs?*

Slowly; feedback often loses momentum across departments.Progress is often blocked by inter-team handoffs.Clear action planning with milestones, but teams optimize locally.Transparent review, integrated action planning, and optimized customer value development across all functions.
4. How are new investments (products, services, or operations) prioritized based on customer feedback (e.g., churn, complaints)?*

Informally, mostly to handle one-off issues.Customer feedback is gathered but we don't prioritize new projects using this data.Customer feedback is reviewed on a regular basis to identify new strategic projects.Customer data is integrated with our budget review, and resources are continuously allocated based on customer ROI.
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5. How clear are the specific actions required to achieve your 12-18 month growth targets?*

We have many conflicting goals or no defined plan.We have a plan, but the best actions often change.We have 3-5 priorities, but execution is challenging.The top 3 actions are defined, resourced, and rigorously monitored.
6. What is your organization's progress toward its most critical goals this quarter?*

We are significantly behind or tracking toward failure.We are slightly behind and require corrective action.We are on track to meet most critical goals.We are highly confident we will exceed all critical goals.
7. How quickly can you reallocate budget and personnel when the strategy shifts?*

Budget and headcount are rigid and complex to move.It requires multiple executive approvals and/or several weeks.We have defined protocols for resource reallocation.Resources can be dynamically shifted within days based on strategic need.
8. How often does leadership formally review the top business risks (e.g., system failure, talent turnover, supply chain) and plan solutions?*

When a crisis or unexpected failure forces us to react.During annual planning, but specific action plans are rarely documented or followed up on.At least quarterly with clear owners and documented action plans.Risk is a standing, data-driven topic at all operational meetings, with mitigation built directly into budgets and KPIs.
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9. How often are critical decisions delayed due to insufficient information or excessive sign-off?*

The majority of decisions require executive-level approval.Decision delays are common, requiring follow-up meetings.Delays occur, but for complex, unique issues.Decisions are handled efficiently at the right organizational level.
10. Is the authority for day-to-day decisions delegated to the lowest competent level?*

Decision-making authority is held at the executive-level only.Delegation is informal and varies by manager or situation.We have clear expectations, but ambiguity exists for inter-team issues.We utilize explicit decision frameworks to delegate work.
11. When a project is off-track, how often is corrective action directly addressed and followed through?*

We avoid confrontation; problems linger.Conversations happen, but follow-through is weak.Feedback is candid, focusing primarily on the person responsible.Feedback is candid, objective, and tied to clear accountability for corrective action.
12. How clearly and consistently is the strategic direction communicated and understood?*

Managers/employees often misinterpret the message.They understand the main points but not the "why."They understand the "what" and the "why," but not the execution details.The message and required action steps are understood and cascaded without distortion.
13. How consistently are managers held accountable for the financial KPIs and operating budgets of their teams?*

Managers rarely receive financial reports.Managers receive financial reports but don't engage in forecasting.Managers receive formal, documented reviews for achieving budget-aligned financial and operational goals.Accountability is tied directly to manager performance reviews and compensation.
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14. How well do non-financial employees understand the company's core drivers of profit and revenue?*

Only the executive and finance teams are responsible for understanding the company's profitability drivers.Employees know their team's tasks and goals, but the direct link to the company's financial success is unclear.The leadership regularly and clearly communicates the top 3-5 drivers of revenue and profit.very employee can explain how their personal KPIs directly impact a specific, measurable financial outcome.
15. How clear is the average employee on their specific, measurable contribution to the company's top goals?*

Employees are focused on tasks, not strategic goals.They know their team goals but aren't concerned with the larger company objectives.They can articulate the company's objectives, but measurements are inconsistent.Individual contribution is measurable and tied to strategic goals.
16. When the strategy shifts, how effectively does your team pivot without a loss in morale or collaboration?*

Pivots cause high friction, anxiety, and project failure.We pivot, but morale and collaboration suffer significantly.We pivot with minimal morale drop and manageable collaboration issues.Change is handled swiftly, maintaining focus and team cohesion.
17. How clear are you on the specific skills and leadership roles needed in the next 18 months?*

We staff based on immediate needs only.We have identified a few obvious gaps.We have formal succession plans and a talent roadmap for key roles.The talent roadmap drives current hiring, development, and resource allocation.
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18. When a strategic project fails, how does the organization typically react?*

We work to find who was responsible, or just move on.We briefly review the mistake and minimize the failure.We perform post-mortems, but process improvement implementation is weak.We celebrate the learning, adjust the system/process, and move quickly.
19. How easy is it for a new employee to find the standardized, validated knowledge needed to perform a key tasks?*

Relies entirely on asking individuals.Knowledge is scattered across inconsistent systems and becomes outdated.Most critical knowledge is documented, though imperfectly maintained.Knowledge is embedded directly into workflows and maintained systematically.
20. How clear are the formal development pathways and career opportunities for your top 10% of talent?*

We do not dedicate time right now to talent development.We discuss development, but paths are inconsistent and informal.We have formalized development and succession plans for key roles.Top talent can clearly see and influence their career trajectory.
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21. When different leaders ask for a core metric, how often do they get the same, trusted number?*

Conflicting numbers often lead to data debates.We usually need to reconcile numbers from different systems.We have a single source, but data quality is sometimes questionable.We have a single source of truth that is governed and widely trusted.
22. How well documented are your critical operating procedures, and how often are they optimized?*

Undocumented; relies on asking others in the company.Documented, but complex and rigid, rarely reviewed.Documented and followed, optimization is annual.Documented, highly simplified, and actively streamlined by the teams that use them.
23. What is the ~ success rate (on-time, on-budget) of high-priority, inter-team initiatives launched in the last 12 months?*

Below 30%.30% - 50%.50% - 75%.Over 75%.I don't know.
24. How much executive time is currently consumed by maintaining and fixing old, non-scalable systems still used for critical operations?*

A substantial portion (over 20%).Too much (10% - 20%).Manageable (5% - 10%).Minimal (Less than 5%).I don't know.
25. How systematically is cash flow forecasting managed and reviewed?*

We rely on checking the bank balance; a forecast is only run if we fear running out of cash.We have an annual budget, but a detailed cash flow forecast is only created for major, non-routine events.Monthly/QuarterlyWeekly/Rolling
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Final Clarity Score
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Part 1: Intake Form

The Organizational Clarity Diagnostic