Taking stock
Do you really need a transformation?
Not every weakness calls for restructuring. 20 statements across five areas, derived from the 7-S model – and a classification that tells you how urgently action is needed. Four minutes, no registration.
When restructuring is the right answer
Most institutions launch a transformation because the pressure can be felt – not because it has been proven. This check turns the question around: it does not measure how urgently you want to restructure, but how well your institution actually stands in five areas today. A low score means a high need for transformation. The areas are derived from the seven elements of the 7-S model.
Four minutes
Twenty statements, four response levels. No free-text fields, no login, no download.
Five dimensions
Strategy, structure, processes, people, leadership. You see immediately which area is creating the pressure to restructure.
No email address
Your results are generated in your browser. Your answers are not transmitted and no email address is requested. All that is counted, anonymously, is that a check has taken place.
Need alone is not enough. The change formula sums it up: dissatisfaction with the status quo, a clear vision of the target state and concrete first steps are multiplied – and only their product has to be greater than the resistance. If one of the three is missing entirely, the product is zero; then even a brilliant vision of the target state achieves nothing. This check measures the first. Whether your institution brings the second and third with it is shown by the change readiness check. How I support a restructuring is described under Services.
The check
20 statements across five areas, around four minutes. The check turns the usual question around: it does not measure how urgently you want to restructure, but how well your institution stands today. A low score means a high need for transformation.
Your answers stay in your browser. They are not transmitted or stored, and the check does not ask for an email address. Only when you share your result at the end does it leave your computer – and even then only to the recipient you choose yourself. All that is counted, anonymously, is whether a check was started, abandoned or completed, how long it took and which route you chose afterwards – without your answers, without your IP address, without a cookie and without recognising you again. What exactly is counted →
Basis: the seven elements of the 7-S model (Waterman, Peters and Phillips, developed at McKinsey, 1980) – Strategy, Structure, Systems, Staff, Skills, Style and Shared Values – condensed into five areas. The classification of the result follows the change formula: dissatisfaction with the status quo, a vision of the target state and first steps are multiplied and together must exceed the resistance. It goes back to David Gleicher and was published by Richard Beckhard in 1975; the familiar short form D × V × F > R comes from Kathleen Dannemiller.
Where the twenty statements in this check come from – and what I changed in the models:
Strategy & market position
0 of 20 statements answered · 0%
Your results
Your profile across five dimensions
Your biggest lever:
And the other institutions?
You will deliberately not find benchmark values here. A check sheds light on one section; your institution, however, is not a section. What your compliance function permits may be prohibited at the institution next door – the same matter, two judgements, two different scopes for action. An average conceals this and invites the wrong conclusions. Sound benchmarking requires knowing the whole, not just this one area.
Why I take this approach – and what you should ask if someone offers you benchmarks:
You now know where you stand. The uncomfortable question is the next one: which of this can your institution tackle under its own steam – and where are you missing someone? I will give you an honest answer to that in 30 minutes.
Book a first conversationOther perspectives
- Sales check – when your figures are not where they should be
- Project check – when initiatives do not deliver
- Change readiness check – when the restructuring has been decided and its implementation is in doubt
- Decision check – when a decision is due and nobody takes it
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Note: this self-assessment provides general information and does not replace an examination of the individual case. The legal information applies.
Please read first
A self-assessment, not an expert opinion.
This check is a tool for self-assessment. It does not replace a conversation or an examination of the individual case.
The result is based exclusively on your own answers. It is therefore as reliable as your assessment – and just as subjective. Another person from your institution, an external auditor or I myself may arrive at a different result and different conclusions from the same statements.
No commitment can be derived from the result – neither about the state of your organisation nor about the effect, duration or success of possible measures. You make decisions on your own responsibility.
Your answers stay in your browser and are not stored. All that is counted, anonymously, is that a check was started and completed – what exactly that means.
The legal information and the privacy policy apply.
Continue with
This check measures whether you should restructure. The change readiness check measures whether your institution can see a restructuring through. Need alone moves nothing – the two belong together.