Systemic Maturity Diagnostics – Full Organization
A document-based diagnostic that reads how your organization thinks, decides, and executes across strategy, governance, performance, and people systems. No theatrical surveys, no cosmetic scoring. The focus is on the real decision architecture behind your results.
The diagnostic becomes a systemic mirror: it shows where your current maturity level supports your ambitions, and where the structure quietly recreates the same problems under different names.
What we analyze
The diagnostic reads your organization through its own documents: strategies, operating models, governance frameworks, performance reports, risk and audit outputs, HR policies, and leadership communications.
The question is not “what does the organization claim to be,” but “how does it actually think and behave when decisions are made under pressure.” We look at how problems are framed, how trade-offs are handled, how accountability is distributed, and what patterns appear across different documents and time periods. The patterns are then read through STT® lenses and mapped onto the SMS® – Systemic Maturity Scale.
How the diagnostic works
STT® provides the thinking lenses, SMS® measures systemic maturity, SMR® turns the reading into a practical report, and SEM® guides execution. The process is structured, repeatable, and transparent.
We apply STT® lenses to understand the logic behind decisions, not just their formal wording. SMS® then places the organization on a four-level maturity scale, based on evidence from your documents. The SMR® – Systemic Maturity Report – consolidates patterns, risks, and strengths into a narrative your leadership team can work with. SEM® translates those insights into execution architecture: which routines to redesign, which constraints to remove, and how to align governance, performance, and people practices.
What you receive
You receive a written SMR® report, a clear SMS® maturity profile, and a 1–3 hour debrief with leadership to translate findings into decisions, structures, and execution priorities.
The debrief session focuses on turning the diagnostic into commitments: which decisions must change, which structures must be simplified or strengthened, and where governance needs to be redesigned to support your strategic intent. The goal is not to collect slides, but to rewire how the system thinks and behaves where it matters most.
