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KEYSTONE Integration Instrument™

The Structural
Diagnostic

Fifteen questions across five pillars. An honest read of where your architecture is sound — and where it is costing you performance you cannot see.

5Pillars Assessed
15Questions
~15Minutes

The threshold is adequacy, not perfection. Each pillar needs to be sufficiently present to support the one that follows it. Score each question honestly — the gap between what you wish were true and what is actually true is the diagnostic. Answer as your organization operates today, not as you intend it to operate.

Progress
0 / 15
I
Pillar One
Strategic Clarity
Data Point1 of 15
Can every member of your senior leadership team name the organization's top three priorities — in the same order — without consulting a document?
Deficit
Sound
No — answers varyYes — immediate, consistent
Direction2 of 15
When a new initiative is proposed, does your organization have a defined process for deciding what gets stopped to make room for it?
Deficit
Sound
No defined processYes — structured exclusion discipline
Trend3 of 15
Over the past twelve months, has the number of active organizational initiatives grown, held steady, or been reduced through principled exclusion?
Deficit
Sound
Grown — continuously addingReduced — disciplined exclusion
II
Pillar Two
Executive Authority
Data Point4 of 15
Can you identify the last five decisions that were escalated to you and explain specifically why each required your level rather than resolving one tier below?
Deficit
Sound
No — they just came to meYes — each had a clear reason
Direction5 of 15
Does your organization have a documented decision rights matrix that assigns authority by category and threshold — not by rank or assumption?
Deficit
Sound
No — authority is implied by roleYes — documented and acknowledged
Trend6 of 15
Over the past six months, has the volume of decisions requiring your personal involvement increased, held steady, or decreased as your team has grown?
Deficit
Sound
Increased — still growingDecreased — authority distributing
III
Pillar Three
Organizational Alignment
Data Point7 of 15
Do your team leaders know which of their primary metrics connects to which organizational priority — and can they explain that connection in two sentences?
Deficit
Sound
No — metrics and strategy disconnectedYes — clear line to priorities
Direction8 of 15
When two teams disagree on resources or priorities, is there a structural mechanism for resolution — or does it escalate to you by default?
Deficit
Sound
Always escalates to meStructural mechanism in place
Trend9 of 15
Over the past year, has the language and behavior in cross-functional conversations moved toward shared outcomes, or remained focused on defending individual team metrics?
Deficit
Sound
Still metric-defensiveMoving toward shared outcomes
IV
Pillar Four
Execution Cadence
Data Point10 of 15
Can you identify a specific resource allocation decision made at your last governance review that changed how the organization operated the following week?
Deficit
Sound
No — meetings produce discussionYes — a specific consequential decision
Direction11 of 15
Does your governance calendar operate at three distinct tempos — weekly operational, monthly strategic, and quarterly architectural — each with protected scope and attendance?
Deficit
Sound
No — one format for everythingYes — three distinct tiers
Trend12 of 15
When you review commitments made in your last governance cycle, what percentage were tracked and assessed in the following session?
Deficit
Sound
Few or none — commitments fadeMost — accountability is real
V
Pillar Five
Scalable Delegation
Data Point13 of 15
If you were unavailable for three weeks, which structural decisions would stall — and does that answer reflect an intentional design choice or an unexamined gap?
Deficit
Sound
Most would stall — unexamined gapFew — intentional design
Direction14 of 15
When you delegate a decision category, do you also transfer the explicit authority thresholds, precedent context, and risk boundaries — or primarily the work?
Deficit
Sound
Primarily the work — authority staysFull transfer — documented thresholds
Trend15 of 15
Over the past year, have decisions you delegated stayed delegated — or have they migrated back to your level through informal patterns, second-guessing, or escalation habit?
Deficit
Sound
Migrated back — centralization creepStayed delegated — authority is real

Your Structural Profile

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