Organizational Readiness Assessment

ORGANIZATIONAL READINESS ASSESSMENT

How Ready Is Your Organization for What Comes Next?

Healthcare organizations are navigating constant change—workforce pressures, operational demands, leadership transitions, financial constraints, and evolving expectations for performance. The question is not whether change is coming, but how prepared your organization is to respond.

This brief assessment provides a focused look at organizational readiness and helps identify areas of strength and opportunities that may warrant greater attention.

Assess the Organization You Have Today

Answer each question based on how your organization operates today—not where you would like it to be. There are no right or wrong answers. The value comes from taking an objective look at current organizational conditions.

At the end, you’ll receive an organizational readiness profile with practical areas to consider as you plan your next steps.

Page 1 of 10

When you think about what is most limiting your organization’s performance today, which feels most accurate? A. Leaders are not consistently aligned, and expectations or accountability vary across teams. B. We know what needs to happen, but execution, processes, or follow-through are inconsistent. C. We have opportunities ahead of us, but we need greater clarity about where to focus and invest. D. We are managing significant change, and our organization is struggling to absorb or sustain it. E. Our people and leadership teams are stretched, and our current workforce structure may not support what we are asking them to accomplish.

Page 2 of 10

Which statement best describes how decisions are made and carried through in your organization? A. Decisions can depend heavily on the individual leader, and expectations are not always consistent across teams. B. Decisions are made, but ownership, timelines, and follow-through are not always clearly defined. C. We make many good decisions, but it can be difficult to determine which opportunities should receive the greatest focus or investment. D. Decisions are often affected by the number or pace of changes already underway. E. We know what needs to be done, but limited staffing, leadership bandwidth, or other resources can make execution difficult.

Page 3 of 10

Where does your organization most often lose momentum? A. When leaders communicate or reinforce priorities differently across teams. B. When initiatives move from planning into execution and require consistent tracking and accountability. C. When competing opportunities make it difficult to maintain focus on the highest strategic priorities. D. When multiple changes occur at the same time and people begin to experience fatigue or resistance. E. When the people responsible for the work simply do not have enough time, resources, or support to sustain it.

Page 4 of 10

When an important initiative begins to fall behind, what is most likely to be the underlying issue? A. Leaders are not fully aligned on expectations, priorities, or accountability. B. There is not enough structure around milestones, ownership, performance measures, or follow-up. C. The initiative is competing with other priorities, making it difficult to determine where resources should be focused. D. The organization is already managing significant change, making it difficult to maintain engagement and momentum. E. The team does not have sufficient capacity, expertise, or leadership bandwidth to execute the work as planned.

Page 5 of 10

If you could strengthen one area of your organization over the next 12 months, which would create the greatest impact? A. Building stronger leadership alignment, accountability, trust, and consistency across teams. B. Creating more reliable processes, clearer performance measures, and stronger execution. C. Establishing clearer strategic priorities and making deliberate choices about where to grow and invest. D. Improving the organization’s ability to implement, communicate, and sustain significant change. E. Strengthening workforce capacity, leadership depth, and the resources available to support organizational priorities.

Page 6 of 10

When your organization faces an unexpected challenge, what most determines how successfully it responds? A. Whether leaders remain aligned, communicate clearly, and create confidence across the organization. B. Whether established processes, decision pathways, and performance information allow the organization to respond quickly. C. Whether leaders can distinguish immediate needs from longer-term priorities and make deliberate trade-offs. D. Whether people understand why priorities are changing and can adapt without losing engagement or momentum. E. Whether the organization has enough leadership depth, expertise, and workforce capacity to respond without overextending its people.

Page 7 of 10

What most threatens your organization’s ability to sustain improvements once the initial focus on an initiative begins to fade? A. Leadership expectations and accountability are not reinforced consistently across teams. B. Processes, measures, and follow-up mechanisms are not embedded deeply enough into daily operations. C. New priorities emerge and compete for attention before existing work has been fully established. D. Teams experience change fatigue, and engagement decreases as transformation efforts continue. E. Improvements depend too heavily on a small number of people who are already operating near capacity.

Page 8 of 10

When performance is not meeting expectations, what most often makes it difficult to correct course? A. Leaders may interpret expectations differently or approach accountability inconsistently. B. The right information, measures, ownership, or escalation processes are not consistently available. C. It can be difficult to determine whether resources should remain focused on the current priority or shift toward another strategic need. D. Teams may understand what needs to change but have limited capacity to absorb another shift in direction. E. The people with the expertise or authority to address the issue are often managing too many competing responsibilities.

Page 9 of 10

Where is your senior leadership team spending more time than you believe it should? A. Navigating misalignment, difficult conversations, inconsistent leadership practices, or accountability issues. B. Troubleshooting recurring operational problems and following up to make sure work gets completed. C. Evaluating competing opportunities and deciding where the organization should focus its attention and resources. D. Managing the impact of ongoing change, addressing resistance, and maintaining organizational engagement. E. Filling gaps, covering vacancies, supporting overextended leaders, or compensating for limited organizational capacity.

Page 10 of 10

If nothing meaningfully changed in your organization over the next 12 months, what would concern you most? A. Leadership inconsistency or cultural challenges would begin to affect engagement, trust, and organizational performance. B. Operational inefficiencies and inconsistent execution would continue to limit performance and consume leadership attention. C. The organization could miss important opportunities because strategic priorities, investments, or growth decisions remain unclear. D. Continued change without sufficient organizational readiness could lead to greater fatigue, resistance, and loss of momentum. E. Workforce and leadership capacity could become increasingly difficult to sustain, creating greater operational and organizational risk.

TURN INSIGHT INTO ACTION

Your Results Are a Starting Point.

Your Organizational Readiness Profile highlights the area that may deserve the greatest attention right now. The next step is understanding what is driving that challenge—and what will create meaningful movement.

Davin Consulting works with healthcare leaders and organizations to translate insight into practical action. Whether the opportunity involves leadership, operational performance, strategy and growth, change readiness, or organizational capacity, we help identify priorities and build a path forward that fits the realities of your organization.

Ready to explore what your results may mean for your organization?

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