One workflow, one canvas, ninety minutes. Not the whole company. There is one way to run the assessment and sixteen reasons to run it, and this page keeps them apart: the protocol first, the applications second.
One protocol. Five moves, ninety minutes, one workflow. There is no second way; every application on this page starts here.
Sixteen applications in four groups. Each runs the same five moves and differs only in who is in the room and what the scored canvas is for.
This is the one way to run the assessment. The bar shows how the time splits; the second move is the long block, and the one teams try to skip.
Name a single flow of work that already has an agent in it or is about to. Loan adjudication, tier-one support, supplier onboarding, evidence collection. Then ask the first question before any other: what result is needed, who needs it, and what work could we remove while still achieving it? A canvas filled at the level of the enterprise is a poster. A canvas filled at the level of a workflow is a decision.
Everyone wants to start with purpose. Start at the Evidence cell instead and ask what you would hand an auditor tomorrow. It is the fastest way to find out how much of the operating model is currently a belief. Then work backward through Motion, Composition, and Intent.
Blank means nobody owns it. Thin means it was decided in a meeting and never written down. Solid means it is written, staffed, and produces evidence without being asked. Intention counts as blank. This rule is the whole method.
Where legal scores a cell blank and engineering scores it solid, you have found the real gap, and it is a gap in shared understanding rather than in the system. Record the disagreement inside the cell. Do not average it away.
Every blank cell leaves the room with a named person and a date, and nothing else. Twelve cells generate more actions than any team can carry, so cap it: the three blanks with the shortest path to an incident, and stop.
Which one you are running depends on who is holding the canvas. Each application below names the room it needs, the time it takes, what comes out, and how it goes wrong. That last field is the one most method libraries leave out.
Find out where the work actually stands before anyone proposes a change.
Settle a live question with the scored canvas in the room.
Get two parties describing the same work in the same words.
Produce the record an auditor, a board, or a regulator will ask for.
Find out where the work actually stands before anyone proposes a change.
Score all twelve cells for one live workflow. The output is not a maturity score, it is a list of blank cells with names against them.
Cells: All twelve
After an incident, do not ask what broke. Ask which cell was blank when it broke. Every case in the library resolves to one.
Cells: Usually Authority, Evidence, or Coordination
Plot where the organization actually sits on the traditions map, then where the new operating model assumes it sits. The distance is your change cost.
Cells: Purpose, Authority, Incentives
Before removing a management layer, list what that layer actually does under Coordination, Mastery, and Structure. Whatever you cannot reassign becomes homeless work.
Cells: Structure, Coordination, Mastery
Settle a live question with the scored canvas in the room.
Run each task through the placement matrix. The single highest-value hour in the method, because it is where the Klarna mistake gets made or avoided.
Cells: Composition, Authority
Place each capability on the evolution curve and let position dictate sourcing, rather than letting a vendor relationship dictate it.
Cells: Strategy, Resources
Fund the blank cells, not the demo. Most agent budgets go to Composition while the failures happen in Authority and Evidence.
Cells: All twelve, weighted by blanks
Read the funding modelOne canvas per business unit or workflow, side by side. Patterns appear fast: the same cell blank everywhere is a platform problem, not a local one.
Cells: All twelve, across units
Get two parties describing the same work in the same words.
The most valuable thing the canvas does. Legal, engineering, HR, and compliance stop arguing past each other because the argument now has twelve named boxes.
Cells: All twelve
A new CTO, CHRO, or chief risk officer fills the canvas in their first fortnight. Their blanks are more honest than the incumbents', because they have nothing invested yet.
Cells: All twelve
Make the vendor fill your canvas for their product. The cells they cannot fill are the ones you will fill yourself, at your own cost.
Cells: Composition, Evidence, Authority, Resources
Sketch both operating models and look for incompatible cells rather than overlapping functions. Two firms can have identical org charts and irreconcilable Authority cells.
Cells: Authority, Incentives, Coordination, Purpose
Produce the record an auditor, a board, or a regulator will ask for.
No agent touches regulated work until six cells are solid. The version that gets bought, because it converts a framework into a control a second line of defense can enforce.
Cells: Authority, Composition, Flow, Evidence, Mastery, Incentives
Map the Evidence cell once to the regimes you live under, then reuse it. The overlapping frameworks ask similar questions in different vocabularies.
Cells: Evidence, Authority, Mastery
Each cell already names a capability. Turn the twelve into assessed roles and you have the credential nobody currently issues.
Cells: Mastery, Authority, Evidence
One indicator and one threshold per cell, reviewed on a cadence. Cycle time for Flow, override rates for Authority, evidence completeness for Evidence.
Cells: All twelve
