DCT Diagnostic · Dynamic Corporate Transformation

Part A · Decision readiness

Choose the answer closest to how your organization works today, not how it should work.

RepresentNot yet
AnalyzeNot yet
CertifyNot yet
OptimizeNot yet
ExecuteNot yet
MonitorNot yet
AdaptNot yet

State representationHow is the enterprise's current state described for transformation decisions?

1A KPI dashboard2Readings without owners3Declared readings with owners4A declared state with owners, sources and error bands

Strategic directionIs “better” defined before options are analysed?

1No2A target number3A weighted scorecard4An objective agreed beforehand, with its trade-offs stated

Architectural couplingDo you know which functions' changes move each other?

1No2Anecdotally3Mapped for major programmes4A maintained coupling register with owners

Constraint completenessAre the commitments a plan must respect written down in one place?

1No2Finance only3Finance and operations4All of them, covenants, capacity and governance included, with owners

Risk specificationHow is uncertainty represented in the business case?

1A single number2Best and worst cases3Ranges for key drivers4Distributions, with a floor the board agreed

Capital readinessHow is transformation funding released?

1An annual budget2Per-programme approval3Stage gates4Tranches at gates, with kill criteria written in advance

SequencingHow is the order of initiatives decided?

1By urgency or influence2By dependencies on a roadmap3Dependencies plus capacity4Alternative orders compared as paths, with costs and risks

Data and model readinessCould you compute the consequences of two different paths before choosing?

1No2In separate spreadsheets3Finance only, integrated4An integrated, versioned model across functions

Change capacityIs the organization's capacity for change measured?

1No2Surveyed now and then3Change load tracked per unit4Load paced against capacity across units

Technology readinessAre shared platforms (ERP, data, operating model) timed to the departments they serve?

1No2Platform first, departments adapt3Partly4Each platform timed to the departments it serves

Monitoring capabilityWhat does the board watch while the transformation runs?

1Milestones2KPIs3KPIs plus benefits reconciled to the accounts4The conditions that would void the plan

Governance readinessWho can stop, re-scope or re-fund a programme, and on what evidence?

1Unclear2The sponsor3A steering committee with criteria4Gate certificates with named owners

Re-optimization triggersWhen does the plan get re-solved?

1When it fails2Annually3At quarterly reviews4On triggers declared in advance, with fresh checks

Learning loopAfter a step lands, what happens next?

1The programme closes2A lessons-learned note3Benefits audited and gains held4The next baseline re-declared from the realized state

Which two areas most often block each other?Choose two

FinancePeople (HR)Customer experienceOperations and supply chainProcurementTechnology and dataRisk and complianceProduct and innovationERP and core systemsData and AI platformEnd-to-end processesOperating model and organizationLeadership and cultureM&A integration

Part B · Capability readiness (optional)

The DCT Helix capability check, unchanged: ten dimensions on a five-level scale, capped by the weakest critical capability.

An example result

Decision readiness: through Move 1 of 7 (Represent)
First break: Analyze — the commitments a plan must respect are not written down in one place.
Highest-risk coupling: Technology and data ↔ People (HR)
Capability cap (DCT Helix): Focused step — leadership alignment is your weakest critical capability.
Next artefact: a Constraint Register — every covenant, capacity and governance limit, with an owner.

Illustrative: an example of the format, not anyone's data.

A move is established when both of its answers score 2 or more.
A move is partial when exactly one answer scores 2 or more.
A move is not yet established when neither does.
The moves depend on one another in order, so the headline is how far the established chain reaches from Represent.

A seven-cell strip, one cell per move, marked established, partial or not yet. A strip, not a radar, because a radar's area implies a total.

Why no score out of 100? Averages hide the weakest link, and DCT's own diagnosis of conventional frameworks warns against one-number summaries.

An example result

Decision readiness: through Move 1 of 7 (Represent)
First break: Analyze — the commitments a plan must respect are not written down in one place.
Highest-risk coupling: Technology and data ↔ People (HR)
Capability cap (DCT Helix): Focused step — leadership alignment is your weakest critical capability.
Next artefact: a Constraint Register — every covenant, capacity and governance limit, with an owner.

Illustrative: an example of the format, not anyone's data.

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