Free Position Check

1LowEarly signals visible. Competitive position is stable; AI has not affected pricing or wins.2ModerateSome segments feel pressure. We are losing the occasional deal to AI-enabled competitors.3NotableAI-enabled competitors are taking share in specific segments. Pricing power is being tested.4HighCompetitive position is under sustained pressure. Market share or pricing has measurably declined.5SevereAI-native competitors are setting the new standard. Our current position is no longer defensible.

1LowEconomic performance is stable. Disruption is not yet visible in revenue, growth, or margins.2ModeratePressure in specific lines. Growth has slowed in places or margins have started to compress.3NotableMultiple lines are affected. Growth is materially below plan or margins are eroding.4HighPerformance has declined materially. Growth has stalled or margins have dropped, and disruption is the main reason.5SevereThe economics of the business are breaking. Growth, margins, or deal velocity are in free fall under disruption.

1AbsentThe last big disruption hurt us. We lost ground we are still trying to recover.2EmergingThe last disruption was survived. We held on but lost momentum compared to peers.3DevelopingThe last disruption was managed. We kept pace with the market, no clear win or loss.4StrongThe last disruption made us stronger. We came out ahead of most competitors.5Market-leadingThe last disruption was used to reset the category. We now set the standard others follow.

1AbsentPlanning happens on the calendar. Priorities are defended between cycles regardless of what new evidence shows.2EmergingWe review more often than annually, but reviews are still triggered by the calendar, not by evidence.3DevelopingSome priorities update on evidence, but the default is to wait for the next planning cycle.4StrongWe review and update priorities when evidence crosses a defined threshold, not on a fixed schedule.5Market-leadingPriorities update continuously as evidence emerges. The calendar no longer drives strategic decisions.

1AbsentInnovation competes with the core for funding. When pressure rises, innovation gets cut first.2EmergingWe have an innovation effort, but it shares governance with the core and is the first thing diluted in tough quarters.3DevelopingA separate innovation track exists, but its funding and authority are still negotiated against core demands.4StrongInnovation runs on a separate track with its own funding, governance, and rules for what continues or stops.5Market-leadingThe innovation track is protected from core pressure by design. It has its own capital, its own leadership, and its own decision rules.

1AbsentStated intent and actual incentives point in different directions. People optimize for their own unit.2EmergingIntent and incentives are partly aligned, but decision rights and accountability lag behind.3DevelopingAlignment exists at the top, but breaks down at the operating layer where decisions are actually made.4StrongIntent, incentives, decision rights, and accountability are aligned across the leadership team. The organization moves together.5Market-leadingStrategy, incentives, decision rights, and accountability tell one story end to end. The whole company moves as one.

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