Promoted for technical brilliance. Judged on cross-functional execution.
The skills that made you the best engineer in the room are not the skills that make a two-hundred-person program land on schedule. When an organization outgrows the informal structure that carried it, the symptoms show up as slipped milestones and late integration surprises — not as anything you would recognize as a management problem.
We work with engineering executives on the organizational architecture underneath the technical one — decision rights, interface ownership, escalation paths. Start by measuring which of the five is costing you the most schedule.
- Free
- Ten questions, about five minutes
- See your score before giving an email
Built for VPs of Engineering, COOs and Directors of Engineering in aerospace, defense and systems engineering — the people who can authorize the fix.
A program rarely fails at the engineering
It fails at the seams between teams. Five of them, specifically — and each one leaves a signature you can measure long before it shows up on the schedule.
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Decision Latency
Decisions wait on a meeting that has not been scheduled yet.
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Interface Control
Two teams each built to their own reading of the same interface.
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Critical Path Visibility
The schedule shows a critical path nobody believes.
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Resource Contention
Your best engineer is the critical path on four programs at once.
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Requirements Volatility
Scope changed; the schedule and the budget did not.
Benchmark your organization's bottleneck risk
Ten questions, scored against a working threshold of 80 out of 100 — the level an organization needs to absorb a major new program rather than restructure around it. You see your score before giving us anything.
Start the diagnosticNo black box
You are being asked to trust a number, so here is exactly where it comes from. Nothing about the instrument is proprietary; what takes work is acting on the result.
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01
Two questions per dimension
Ten questions across 5 dimensions. Each question scores 0, 3, 7 or 10 on how the organization actually behaves — never on whether you are doing a good job.
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02
20 points per dimension, 100 overall
No weighting and no hidden multipliers. A dimension is the sum of its two questions, and the overall score is the sum of the 5.
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03
80 is the working threshold
The level an organization needs in order to absorb a major new program rather than restructure around it. It is published so you can see the gap yourself instead of being told there is one.
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04
Scored on the server, and kept
Point values never reach your browser, so the result is not something the page computed to flatter you. Your raw answers are stored, which is what lets you re-take it in six months and compare like with like.
The diagnostic asks how your organization behaves, not what it is building. Nothing in it requires you to disclose program specifics, customer names or anything export-controlled.
Field notes
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You cannot de-risk a schedule you cannot see
Ten questions on how your organization makes cross-functional decisions, controls interfaces and absorbs scope, scored out of 100 against the threshold a new program needs.
- Free
- Ten questions, about five minutes
- See your score before giving an email