Tool

Decision Readiness Score

A ten-question scorecard that shows whether an important decision is ready for sign-off, or whether the evidence, alignment and challenge behind it need more work.

Answer ten fixed questions about the decision in front of you. The same answers always produce the same result, and nothing you enter is stored or analysed by AI.

Last reviewed 3 July 2026 · Free and ungated

Pressure-test this decision

Scoring the decision was the easy part; the assumptions behind your answers are where it can still fail. Selected senior operators from the Global Board test those assumptions in a confidential report before budget, resources or reputation are committed.

Pressure-test this decision

How a client brief works · What you receive

Fixed questions · no AI · nothing stored

Run the scorecard

Answer for the specific decision on the table, not for your organisation in general.

0–39 Not ready 40–59 Partially ready 60–79 Moderately ready 80–100 Strong readiness How our tools are scored
  1. Estimated financial impact Is the money at stake actually quantified?
    • Not quantified beyond a headline figure
    • Estimated at a high level, with wide ranges
    • Quantified with agreed ranges and sensitivities
  2. Strategic importance Does leadership agree on why this decision matters?
    • Importance is asserted but not agreed
    • Broad agreement, but priorities differ by function
    • Explicitly agreed and tied to strategy
  3. Reversibility How costly is it to change course after sign-off?
    • Effectively irreversible once committed
    • Reversible, but at meaningful cost or delay
    • Can be staged, piloted or unwound at low cost
  4. Internal alignment Do the people who must deliver this actually agree with it?
    • Key functions disagree, or have not been asked
    • Aligned at executive level, mixed below it
    • Aligned across every function that must deliver it
  5. Stakeholder complexity How many parties can slow or stop this decision?
    • Several parties hold effective vetoes and none are mapped
    • Stakeholders are identified, but their positions are untested
    • Each stakeholder is mapped, with a known and managed position
  6. External uncertainty How stable is the environment this decision depends on?
    • Key external factors are volatile and unexamined
    • Scenarios discussed, but no contingencies agreed
    • Scenarios explored, with contingencies agreed and owned
  7. Evidence quality What is the recommendation actually standing on?
    • Mostly internal opinion and vendor material
    • A mix of data and assumption, not yet separated
    • Verified data, with assumptions explicitly flagged
  8. Independent challenge already received Has anyone outside the sponsoring team tried to break the case?
    • No one outside the sponsoring team has reviewed it
    • Reviewed internally by a function with no stake in it
    • Challenged by independent outsiders with relevant experience
  9. Timeline pressure Is the deadline set by the evidence or by the calendar?
    • The date is fixed by an external event and cannot move
    • There is pressure, but the date could move if it had to
    • The timeline is set by the work, not by an event
  10. Reputational risk What happens to credibility if this goes wrong?
    • Failure would be public and hard to explain
    • Visible internally, manageable externally
    • Exposure is limited, understood and accepted
Reading the score

What the result bands mean

0–39: Not ready

On these answers, the decision is running ahead of its evidence. Momentum, sponsorship or timeline pressure is doing work that analysis has not yet done, and the organisation would be committing on the strength of conviction rather than preparation.

40–59: Partially ready

Parts of the preparation are genuinely in place, but the case still leans on untested assumptions or unaligned stakeholders. Decisions in this band tend to clear early gates on the strength of a good narrative, then stall when the weaker areas surface at sign-off.

60–79: Moderately ready

The foundations are mostly sound, and the remaining gaps are specific rather than structural. The danger in this band is that the decision now looks finished, so the last unanswered questions get waved through in the interest of momentum.

80–100: Strong readiness

The visible preparation is strong: evidence, alignment and challenge are all in place on your own account. Decisions in this band tend to fail on rigidity rather than readiness, when a well-organised team stops re-examining a case it has already polished.

Why readiness is worth scoring

Most important decisions do not fail because the analysis was wrong. They fail because the decision was made before the organisation was ready to make it: the downside was never priced, dissent went unspoken, or the timeline was set by an external event rather than by the quality of the evidence. A readiness score will not make the decision for you, but it exposes which of those conditions applies today.

Who should use it

  • Executives preparing a recommendation for board or investment committee sign-off.
  • Strategy and corporate development teams sequencing a major commitment.
  • Sponsors who suspect a decision is being rushed and need a structured way to say so.

How the scoring works

Each question has three fixed answers worth 0, 5 or 10 points. The total is normalised to 100 and mapped to one of four readiness bands. There is no weighting, no interpretation layer and no AI: the same answers always produce the same score, so teams can re-run it as preparation improves.

Frequently asked questions

Does a high score mean we should proceed?

No. A high score means the visible preparation is strong. It cannot see whether the underlying assumptions are right, which is precisely where independent challenge is most useful.

Is anything I enter stored or analysed?

No. The score is calculated in your browser with fixed point values. Nothing is uploaded, stored or sent to an AI service.

How often should we re-score a decision?

Re-run it at each gate: when the recommendation is drafted, before it goes to the executive team, and before final sign-off. The movement between scores is often more informative than the score itself.

The score shows readiness. Operators show what it misses.

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