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Diagnostic Tool 04 · Change Readiness

Are you ready to
absorb the change?

Most change initiatives fail because the organisation was not ready, not because the strategy was wrong. This 10-question qualifier surfaces the readiness gaps that decide whether an engagement will land.

10 questions · ~5 minutes · No account needed · Confidential within ABLE Consultancy

Question count

10
Yes / Partially / No
Ternary scoring

Dimensions assessed

5
Leadership · Culture
Process · Resources · Comms

What you get

Readiness band
Free readiness check
Full report with your programme
About you

Tell us where you sit and
what you are stepping into.

The questions

Answer honestly — there is
no right answer.

Your responses inform a readiness score, not a judgement. Partially is a real answer — use it when the truth is "mostly, but not consistently."

Question 1: Has your senior leadership team explicitly agreed on the reason for this change — and are they prepared to say so publicly to the organisation?

Leadership Alignment

Has your senior leadership team explicitly agreed on the reason for this change — and are they prepared to say so publicly to the organisation?

Question 2: Will the leaders who need to champion this change have protected time and visible commitment to it — rather than fitting it around their existing workloads?

Leadership Alignment

Will the leaders who need to champion this change have protected time and visible commitment to it — rather than fitting it around their existing workloads?

Question 3: Has your organisation successfully implemented a change where people’s day-to-day behaviours durably shifted — not just a structural or policy change?

Cultural Openness

Has your organisation successfully implemented a change where people’s day-to-day behaviours durably shifted — not just a structural or policy change?

Question 4: Can employees in your organisation raise concerns about a change initiative to their manager without it being read as resistance or disloyalty?

Cultural Openness

Can employees in your organisation raise concerns about a change initiative to their manager without it being read as resistance or disloyalty?

Question 5: Are the core processes that this change will affect currently stable and well understood — or are they already mid-redesign or poorly documented?

Process Stability

Are the core processes that this change will affect currently stable and well understood — or are they already mid-redesign or poorly documented?

Question 6: Is your organisation currently free of a parallel major restructuring, system migration, or leadership transition that would compete for the same people and attention?

Process Stability

Is your organisation currently free of a parallel major restructuring, system migration, or leadership transition that would compete for the same people and attention?

Question 7: Have you identified specific individuals — by name, not just role — who will be responsible for driving this change, and have you confirmed they have capacity to take it on now?

Resource Capacity

Have you identified specific individuals — by name, not just role — who will be responsible for driving this change, and have you confirmed they have capacity to take it on now?

Question 8: Has a budget been allocated for this engagement — including time, not just money — and has it been approved at the level of authority that could protect it if priorities shift?

Resource Capacity

Has a budget been allocated for this engagement — including time, not just money — and has it been approved at the level of authority that could protect it if priorities shift?

Question 9: Do you have a clear, honest answer to the question your employees will ask first — “What does this mean for me personally?” — and are you prepared to deliver it before rumour fills the gap?

Communication Readiness

Do you have a clear, honest answer to the question your employees will ask first — “What does this mean for me personally?” — and are you prepared to deliver it before rumour fills the gap?

Question 10: Are the managers who will be communicating this change trusted by their teams as credible sources — rather than seen as messengers of decisions made above them?

Communication Readiness

Are the managers who will be communicating this change trusted by their teams as credible sources — rather than seen as messengers of decisions made above them?

Read by the ABLE team reviewing readiness checks — your answers and contact details are saved, and your score appears on this page; kept confidential within ABLE Consultancy.

Complete the contact details and all 10 questions to submit.