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Ready2
How ready are you for the future?

ready2Thank you for your interest in Creating Tomorrow's readiness tool. The tool focuses on three key dimensions of change:
  1. Leadership of change
  2. Capacity for change
  3. Delivery of change
Each of these is further subdivided to give you a more accurate picture of areas that could be improved.

Score your perception of how ready your organisation is for change and in five minutes you will have a clear picture of where you and your organisation need to focus effort when looking for sustainable strategic change.

Get your colleagues to do the same and then share the results at your next meeting. We guarantee it will be one of the most productive sessions you will ever hold. You can print a pdf copy of the report

We can also quickly develop bespoke diagnostics for your organisation email us for more information.



Creating Tomorrow Diagnostic

Below are a series of statements.
Rate how frequently your organisation meets what is described

1 Never     2 Rarely     3 Sometimes     4 Often     5 Always
1 When conditions demand we can and do respond decisively. 1   2   3   4   5
2 Our strategies are clear. 1   2   3   4   5
3 How we behave reflects our core values. 1   2   3   4   5
4 We make best use of all our peoples talents. 1   2   3   4   5
5 We create effective multidisciplinary teams to drive change. 1   2   3   4   5
6 Our people enthusiastically support our strategy. 1   2   3   4   5
7 Our people go the 'extra mile' to deliver excellence. 1   2   3   4   5
8 The needs of our "clients" drive everything we do. 1   2   3   4   5
9 Our decision making is transparent. 1   2   3   4   5
10 We reward achievement. 1   2   3   4   5
11 What we do is driven by our shared view of the future. 1   2   3   4   5
12 Our staff work tirelessly to deliver our strategy. 1   2   3   4   5
13 When change is needed we seek to understand underlying root causes before taking action. 1   2   3   4   5
14 Our values determine the way that decisions are taken. 1   2   3   4   5
15 Rigorous analysis of data underpins our decision making. 1   2   3   4   5
16 We encourage creativity in individuals. 1   2   3   4   5
17 Our strategic intentions are always turned into clear action plans. 1   2   3   4   5
18 We use an inclusive process for managing change. 1   2   3   4   5
19 Our projects are always delivered on time and within budget. 1   2   3   4   5
20 Senior management are focused on removing any barriers to the delivery of our vision. 1   2   3   4   5
21 The steps we will take to get to our vision are well understood. 1   2   3   4   5
22 Our communications with stakeholders are excellent. 1   2   3   4   5
23 Leadership is distributed throughout the organisation and not restricted to the top 1   2   3   4   5
24 We are good at evaluating impact of changes that we make 1   2   3   4   5
25 We manage for the future not simply for today no matter what pressure we are under 1   2   3   4   5
26 We work continuously to sustain the changes that we have made and don't simply move on to the next thing. 1   2   3   4   5
27 We are good at developing future leaders. 1   2   3   4   5
Click Submit to view your results below
Your organisations readiness for change

For each of the three categories we have included a further breakdown of your scores to help you pinpoint where your organisation has room for improvement. To help we have briefly described each and indicated which of our products could help you increase your score. Click on the links to find out more.
Leadership of change
We don't do
this at all		 We barely
register		 We could improve considerably Some room for improvement Outstanding
Vision Values Motivation
Having a clear vision for your organisation and a strategy to get there is crucial for all leaders. Change initiatives should be aligned to this strategy, have unambiguous aims and be understood by all. 'Understanding the challenge' clarifies your ambitions before you start and 'Developing our vision' helps your change team to visualise the future. Leaders need to be clear about what their organisations values are, how they want people to behave and always model these behaviours themselves. 'Revisiting our values' makes these values explicit and considers in terms of implications for behaviours Leaders need to empower and support those involved in change in a way that liberates peoples' creativity. Change2 engages people in new ways of working and will have huge and immediate impact on motivation and innovation.

If you want to improve your score take a look at Lead2 or Change2 steps 1 and 2
Capacity for change
We don't do
this at all		 We barely
register		 We could improve considerably Some room for improvement Outstanding
Flexibility Effort Skills
Organisations need to be able to continuously adapt to new situations in new and creative ways. How well they do this is a measure of their health. Change2 allows you to spot and develop internal talent whilst delivering new ways of working. Engaged employees care about the future of the organisation and are willing to invest discretionary effort or 'do what it takes' to get things done. Change2 and Capacity2 are both designed to increase engagement, commitment and effort. All organisations have amongst their staff people who could be great facilitators. They simply need the tools and techniques of change, the opportunity to use them and the support of senior management. Capacity2 will make sure you have your own skilled change champions

If you want to improve your score take a look at Capacity2
Delivery of change
We don't do
this at all		 We barely
register		 We could improve considerably Some room for improvement Outstanding
Process Planning Communications
Using a proven change process dramatically increases the likelihood of delivering the change you are looking for. Change2 'Experience the journey' introduces you to some of its key tools to get a real understanding of the process. Organisations will often either over plan and under deliver, or under plan and their goals just remain a wish. Change2 'Planning for success' and 'Getting the go ahead' are both designed to make sure that any proposed changes will be delivered. Clear and concise messages, delivered through the right channels at the right time play a key role in the success of any change programme. 'Communicating more widely' will help you broadcast your key messages whilst 'Overcoming resistance' will aid in changing minds.

If you want to improve your score take a look at Change2


Share you findings

Why not share this page with a colleague/s and ask them to complete the diagnostic so that you can compare results. Click here to share