P1Our organization's mission statement is specific, memorable, and referenced regularly in strategic decision-making — not merely displayed on a wall.

P2Leaders at all levels can articulate how their team's work directly connects to the organization's broader purpose — without prompting.

P3When facing difficult tradeoffs, our organization's stated purpose meaningfully guides the decision — not expediency or short-term pressure.

P4External stakeholders — customers, partners, community — would describe our organization's purpose in terms that match how we describe it internally.

P5Our organization's purpose is regularly revisited and refined — we treat it as a living commitment, not a fixed artifact.

R1When something goes wrong in our organization, the instinctive response is to understand and fix root causes — not to assign blame or deflect.

R2Role clarity and accountability expectations are documented, understood, and consistently applied — not interpreted differently by different leaders.

R3Senior leaders visibly model the behaviours and standards they expect from others — accountability flows from the top, not just toward the top.

R4People in our organization feel genuinely empowered to raise concerns, flag risks, and take ownership beyond the edges of their formal job description.

R5Performance conversations are regular, candid, and developmental — not reserved for annual reviews or prompted by problems.

A1Our organizational strategy is clearly communicated to all levels — people understand not just what we're doing, but why and how their role connects.

A2Decisions made at the top are implemented consistently throughout the organization — there is little disconnect between leadership intent and frontline reality.

A3Departments and teams coordinate effectively — silos are actively broken down and shared goals take precedence over territorial behaviour.

A4Our culture — the lived experience of working here — actively reinforces our strategic priorities, rather than working against them.

A5When strategy changes, our structure, processes, and people practices adapt in a coordinated way — not in isolation from each other.

X1Our organization consistently delivers on its commitments — deadlines, targets, and promises to stakeholders are met with high reliability.

X2We have clear, measurable KPIs that are reviewed regularly and used to make real adjustments — not just reported and filed.

X3When execution falls short, we conduct structured after-action reviews and apply those learnings — the same failure does not recur repeatedly.

X4Priorities are genuinely prioritized — we protect strategic focus rather than treating every request as urgent and scattering our capacity.

X5Our operational processes are documented, optimized, and regularly improved — we work on the business, not just in it.

I1Our stated organizational values are reflected in how decisions are actually made — especially under pressure, when the values are most tested.

I2People in our organization feel safe raising ethical concerns — there is no penalty, formal or informal, for speaking up about a values violation.

I3We are transparent with stakeholders — internal and external — when we make mistakes, change direction, or fall short of our commitments.

I4Governance processes in our organization ensure ethical considerations are embedded into major decisions — not retrofitted as compliance after the fact.

I5Trust between leaders, teams, and stakeholders is high — there is no systemic pattern of broken promises, hidden agendas, or reputational risk from internal behaviour.

S1Our organization deliberately develops its next generation of leaders — succession and capability-building are treated as strategic priorities, not afterthoughts.

S2Resources — financial, human, and physical — are allocated with a long-term lens, not just optimized for short-term performance metrics.

S3Our leaders genuinely consider the well-being of employees, not just performance output — people are cared for as the organization's most vital asset.

S4We measure our impact beyond financial returns — community, environmental, and societal considerations are part of how we define success.

S5Our organization is actively building capabilities and institutions that will outlast the current leadership team — we think in decades, not just quarters.