Organization's Transformation Muscle

At Projects & Co, we are experts in helping organizations thrive in the Transformation Age. With years of experience guiding leaders and organizations through complex transformations, we understand the challenges of adapting to constant change while delivering strategic value.

To support your journey, we’re pleased to offer this Transformation Muscle Assessment Questionnaire, a tool designed to evaluate your organization’s readiness and capability to drive successful transformations.

This questionnaire explores five critical dimensions of transformation success—Organization, Leadership, Value Generation, Dependency on Consultants, and Transformations. By answering these 25 questions, you’ll gain insights into your organization’s strengths and areas for improvement.

Your results will classify your transformation muscle into one of five categories, offering actionable insights to help your organization develop the resilience, agility, and capabilities necessary to excel in the Transformation Age.

Organization’s Transformation Muscle Assessment

Category 1: Organization

1. Promoting an 'All-One-Organization' Transformation Culture

Teams and departments work in silos, with minimal collaboration.

Collaboration occurs occasionally but inconsistently.

Some departments collaborate well, but silos remain.

Collaboration is widespread, with few silos left.

Transformations are fully integrated across the organization.

2. Promoting Experimentation and Innovation in Transformation Initiatives

Risk aversion limits experimentation and stifles innovation.

Experimentation is allowed but not actively encouraged.

Experimentation occurs sporadically, with some support.

Experimentation is encouraged but not yet a consistent practice.

Experimentation and innovation are actively encouraged and supported.

3. Embracing Transformation Failures as Learning Opportunities

Failures are viewed negatively, with minimal effort to learn.

Failures are sometimes reviewed but without structured learning.

Learnings from failures are inconsistently applied.

Failures are treated as learning opportunities but not fully embraced.

Failures are fully embraced as opportunities to improve future efforts.

4. Stopping Transformations That No Longer Add Value

Transformations are rarely halted, even when their value is unjustified.

Non-value-adding initiatives are stopped occasionally.

Transformations are sometimes evaluated and halted when needed.

Regular evaluations occur, but some non-value efforts persist.

Non-value-adding efforts are promptly stopped to reallocate resources.

5. Simplifying Governance for Speed and Transparency in Transformations

Governance structures are overly complex, slowing decisions.

Governance is slightly simplified but remains cumbersome.

Some improvements in governance speed and transparency.

Governance is mostly streamlined, with minor inefficiencies.

Governance is streamlined and transparent, enabling faster decisions.

1 out of 5

Category 2: Leadership

6. Active Sponsorship by Senior Executives for Transformations

Executive sponsorship is passive, with minimal involvement.

Executives show some involvement but lack consistent support.

Executives are moderately involved, supporting key areas.

Executives are actively involved but with occasional gaps in support.

Senior executives actively sponsor transformations, providing full support and removing obstacles.

7. Flattening Hierarchies for Empowered Transformation Teams

Transformations rely heavily on hierarchical approvals and rigid structures.

Some hierarchies are reduced, but approvals remain slow.

Teams have moderate autonomy, with occasional hierarchical delays.

Hierarchies are mostly flattened, granting teams significant autonomy.

Hierarchies are minimized, and teams have full decision-making autonomy.

8. Enabling Autonomous Strategic and Operational Transformation Decisions

Teams have limited autonomy and must wait for higher-level decisions.

Teams have some autonomy but require frequent approvals.

Teams are moderately empowered, with occasional decision delays.

Teams are largely autonomous, with minor dependencies on higher levels.

Teams are fully empowered to make strategic and operational decisions.

9. Developing a Compelling Purpose for Strategic Transformations

Transformations lack a clear and compelling purpose, reducing engagement.

Some transformations have a purpose, but it’s not consistently clear or engaging.

Transformations have a defined purpose, but it’s inconsistently communicated.

Transformations are guided by a clear purpose, but alignment can improve.

Transformations are guided by a compelling purpose aligned with organizational goals.

10. Building High-Performing, Engaged Transformation Teams

Teams are loosely coordinated, with low engagement and trust.

Teams show some coordination but lack strong engagement.

Teams are moderately engaged, with inconsistent trust and collaboration.

Teams are highly engaged, with minor gaps in performance or trust.

Teams operate at a high level, with strong engagement and psychological safety.

2 out of 5

Category 3: Value Generation

11. Measuring Success Through Transformation-Specific Metrics

Metrics are rarely tracked or focus only on short-term outputs.

Metrics are tracked inconsistently, with minimal focus on long-term impact.

Metrics include some outcomes and value creation but lack clarity or consistency.

Metrics are mostly clear, focusing on outcomes and value, with minor gaps.

Success is measured through clear metrics emphasizing outcomes, value, and long-term impact.

12. Designing Transformation and Team-Based Rewards

Rewards are primarily individual-based, neglecting team collaboration.

Rewards occasionally recognize team efforts but lack consistency.

Some rewards promote team collaboration, but individual focus persists.

Rewards systems are mostly team-oriented, with minor inconsistencies.

Rewards systems fully promote and recognize team performance and collaboration.

13. Leveraging AI and Analytics for Real-Time Transformation Decision Support

AI and analytics are underutilized, relying on intuition for decisions.

AI and analytics are used sporadically, with limited impact on decisions.

Moderate use of AI and analytics provides some decision support.

AI and analytics are actively used, with some gaps in real-time insights.

AI and analytics are fully leveraged for real-time insights and decision-making accuracy.

14. Building Transparency and Accountability in Transformations Through Digital Platforms

Limited visibility and accountability mechanisms exist for transformations.

Digital platforms provide occasional progress updates but lack robustness.

Platforms ensure moderate visibility and accountability, with some delays.

Digital platforms provide near real-time visibility and accountability with minor gaps.

Digital platforms provide real-time visibility and robust accountability systems.

15. Ruthless Prioritization of Transformations

Priorities are inconsistent, leading to misallocation of resources.

Priorities are set occasionally, but low-impact efforts persist.

Moderate prioritization occurs, but resources are sometimes misallocated.

Prioritization is strong, with minor inefficiencies in resource allocation.

Transformations are prioritized ruthlessly, ensuring resources are allocated to high-impact efforts.

3 out of 5

Category 4: Dependency on Consultants

16. Dependency on Big Consulting Firms for Transformation Efforts

Heavily depends on big consulting firms to define targets and lead transformations, with growing spend.

Significant reliance on consulting firms, with limited internal involvement.

Some internal ownership, but consulting firms still play a major role.

Internal teams lead most efforts, with consulting firms providing occasional support.

Organization defines its own targets, leads implementation, and has reduced consulting spend.

17. Do Big Consulting Firms Define Transformation Targets?

Consultants set most transformation objectives, with minimal internal input.

Consultants define many targets, but internal teams contribute occasionally.

Internal teams define some targets, with consultants supporting.

Internal teams lead target setting, using consultants for validation or minor input.

Internal teams, including leadership, define all targets, with consultants only for support.

18. Do Big Consulting Firms Take the Lead in Transformations?

Consulting firms lead execution, overshadowing internal capabilities.

Consulting firms take a major role, with limited internal leadership.

Leadership is shared between internal teams and consulting firms.

Internal teams lead transformations, with consultants assisting in specific areas.

Internal teams take full ownership of transformations, with minimal consultant involvement.

19. Has Spending on Big Consulting Firms Been Growing or Reducing?

Spending on consulting firms has been growing significantly, reflecting high dependency.

Spending has grown moderately, with some internal capabilities developing.

Spending is stable, as internal capabilities gradually improve.

Spending has decreased, with strong progress in internal capability-building.

Spending on consulting firms has been decreasing, with transformations handled internally.

20. Is Your Organization Building Internal Capabilities to Reduce Consultant Dependency?

Little focus on building internal capabilities, resulting in high dependency on consultants.

Some focus on capability-building, but dependency remains high.

Moderate progress in building capabilities, with partial reduction in dependency.

Strong focus on developing internal capabilities, with reduced consultant reliance.

Internal capabilities are prioritized, significantly reducing consultant dependency over time.

4 out of 5

Category 5: Transformations

21. Promoting Experimentation in Transformation Initiatives

Experimentation and innovation are discouraged, leading to stagnant approaches.

Experimentation is occasionally allowed but lacks active support.

Experimentation is encouraged but inconsistently implemented.

Experimentation is widely supported but not yet fully ingrained.

Experimentation and innovation are part of the organizational DNA.

22. Embracing Failure as Part of the Transformation Process

Failure is punished, limiting growth and learning from setbacks.

Failure is tolerated but rarely reviewed for learnings.

Failure is seen as a learning opportunity but inconsistently leveraged.

Failure is embraced in most cases as a way to refine strategies.

Failure is fully seen as an opportunity to improve and refine strategies.

23. Ensuring Transparency Across Transformation Initiatives

Transparency is limited, leading to a lack of trust and engagement.

Transparency is provided occasionally but lacks consistency.

Moderate transparency exists, but stakeholders still feel disengaged.

Transparency is strong but with minor gaps in stakeholder communication.

Full transparency is maintained, encouraging trust and collaboration.

24. Prioritizing Transformations Over Traditional Operations

Transformations are sidelined, with focus predominantly on traditional operations.

Transformations receive occasional attention but are not a priority.

Transformations are moderately prioritized alongside traditional operations.

Transformations are a priority, but traditional operations occasionally take precedence.

Transformations are a strategic priority, receiving significant focus, funding, and resources.

25. Upskilling Employees for Transformation Readiness

Employees are underprepared and lack skills to handle transformation challenges.

Limited upskilling initiatives exist, but gaps remain.

Some upskilling programs are in place, but not consistently applied.

Upskilling is a priority, with strong progress but some skill gaps remaining.

Continuous training ensures employees have future-ready skills to thrive.

5 out of 5

Organization’s Transformation Muscle Assessment

Organization’s Transformation Muscle Assessment

Category 1: Organization

Category 2: Leadership

Category 3: Value Generation

Category 4: Dependency on Consultants

Category 5: Transformations

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