Strategic priorities are clear enough to guide operational work.Some teams or projects work with priorities that do not fully match each other.When priorities change, commitments and resources are adjusted as well.Some work continues even when its current business value is not fully clear.

Owners and decision rights are clear for important operational topics.Some decisions need extra clarification before they can move forward.Personal networks often help to move escalations forward.Decisions, owners and next steps are documented and easy to trace.

Important processes are practical and reflect how work is really done.Day-to-day work does not always follow the documented process.Process owners and change rules are in place for important processes.Handovers and local workarounds sometimes make work harder than needed.

Major projects use common rules for status and forecasting.Portfolio decisions consider value, dependencies and available capacity.Leadership reporting still needs a lot of manual preparation or explanation.Some projects continue even after priorities or expected outcomes have changed.

Management has a clear view of important capacity and demand.Some resource conflicts become clear only after commitments are affected.Scarce skills are assigned according to organisational priorities.Some commitments are made before realistic capacity is fully confirmed.

Different sources can show different views of the current status.Status, risks, decisions and actions are linked to the underlying work.Spreadsheets and manual consolidation are still important for reporting.Important information and decisions can be traced back to their source.

Relevant indicators show important deviations early.Some issues become visible only after delivery, quality, cost or customer commitments are affected.Escalations and corrective actions have clear owners and follow-up.Management meetings sometimes spend a lot of time clarifying the current facts.

Recurring problems are reviewed and turned into improvement actions.Good improvements often stay within the team or area where they started.Improvement results are reviewed and successful changes become part of normal work.Similar problems can return even after corrective actions have been taken.