Overall picture
Your Future Readiness
A structured assessment — clear, without jargon.
Future Readiness
67.00
Maturity 4 / 5
Key takeaway
Formwerk has a solid base. Impact is often lost in pace, clear ownership and scaling pilots into everyday work.
Swiss Transformation
In 30 minutes you see your strongest resource, your critical bottleneck, and the next lever for impactful change.
For CEOs, executive-team members and leaders of transformation, strategy, organisation and technology in Swiss companies.
Free · no login · personal report
After 30 minutes you see what takes your company further: score, strongest resource, critical bottleneck and the next lever.
Overall picture
A structured assessment — clear, without jargon.
Future Readiness
Maturity 4 / 5
Key takeaway
Formwerk has a solid base. Impact is often lost in pace, clear ownership and scaling pilots into everyday work.
Fully completed
Overall picture
A structured assessment — clear, without jargon.
Future Readiness
Maturity 4 / 5
Key takeaway
Formwerk has a solid base. Impact is often lost in pace, clear ownership and scaling pilots into everyday work.
The next lever
Define a few visible metrics for running initiatives — not more projects, a clearer status.
Impact signal Every initiative has an owner and a weekly progress signal.
Pilots need a clear path into everyday work: who decides to roll out, stop or adapt.
Impact signal No pilot without a decision date and a scaling criterion.
Decide who removes blockers within days — not only in the next quarterly round.
Impact signal Open blockers are reviewed in the exec meeting by age and owner.
Three perspectives
The same three questions that form Future Readiness — clear, at a glance.
Perspective
Whether purpose, identity, vision and mission give orientation and set direction.
Interpretation
Direction can be named. Leaders know what Formwerk stands for — orientation holds.
What this means
Direction is tangible enough to set priorities. The compass works — not yet equally sharp everywhere.
Where the lever sits
Sharpen the direction so teams use the same north in everyday work.
Perspective
Whether culture, structure and technology turn direction into reality.
Interpretation
Values and tools are in place. They do not yet mesh equally everywhere — delivery varies.
What this means
You can act, but not everywhere with the same force. Culture holds; systems do not yet take load off teams throughout.
Where the lever sits
Connect customer experience, processes and data flow so teams are relieved in everyday work.
Perspective
Whether the company builds pace, follows through and can scale.
Interpretation
Initiatives get moving, but often stay in pilots. Pace and scaling limit impact.
What this means
Initiatives get moving. The question is whether they make the jump from pilot into everyday work.
Where the lever sits
Make scaling a leadership task: a decision date, an owner and a visible progress signal.
Five building blocks
Clarity, Unity, Alignment, Labs and Momentum — each with a score and interpretation.
Building block
How clear identity, vision and mission are — and whether leadership shares that clarity.
Interpretation
Direction and self-understanding can be named. Leaders and teams can say what Formwerk stands for — that is the solid base.
What this means
Clarity holds. Leaders and teams share a common understanding — enough to guide decisions.
Where the lever sits
Anchor that clarity in a few priorities teams can repeat in everyday work.
Factors
Factor
Whether it is clear what Formwerk stands for — and whether that shows in everyday work.
Interpretation
Self-understanding can be named. Teams can say what the company stands for.
What this means
Identity gives decisions a recognisable direction.
Where the lever sits
Repeat in a few sentences what you stand for — in the exec team, in teams and with customers.
Factor
Whether the picture of the future guides decisions.
Interpretation
The vision is quoted in decision meetings and sorts priorities.
What this means
The picture of the future is present enough to filter initiatives.
Where the lever sits
Use the vision as a filter: what fits moves forward — what does not gets stopped.
Factor
Whether purpose guides action, not only recognition.
Interpretation
Purpose is known. Between areas, nuances in interpretation remain.
What this means
Mission holds, but it is not yet equally sharp everywhere.
Where the lever sits
Translate purpose into a few criteria for running initiatives.
Factor
Whether direction sets priorities instead of wanting everything at once.
Interpretation
Direction is there. The thrust is not yet equally sharp everywhere.
What this means
Good initiatives still compete for the same resources.
Where the lever sits
Reduce the direction to a few priorities with a clear owner.
Building block
How well culture, values, leadership and collaboration work as a system.
Interpretation
Values are known. They are not lived equally in everyday work — collaboration and structure vary by team.
What this means
Unity holds you together. Lived culture is robust, but not equally binding everywhere.
Where the lever sits
Clarify ownership and decision paths so collaboration releases energy.
Factors
Factor
Whether values orient everyday work, not only slides.
Interpretation
Values are known. How binding they are varies by team.
What this means
Stance is there — the binding force varies.
Where the lever sits
Make one or two values the measure in concrete leadership decisions.
Factor
Whether leadership decides by the same principles and shapes everyday work.
Interpretation
Leadership principles can be named. In everyday work they do not grip equally everywhere.
What this means
Teams experience leadership differently — that costs pace.
Where the lever sits
Agree a few leadership principles in the exec team and test them on live decisions.
Factor
Whether roles and accountabilities are clear when it matters.
Interpretation
Accountabilities are roughly clear. At interfaces, ownership stays open.
What this means
Without a clear owner, progress stays a negotiation.
Where the lever sits
Set an owner and a decision path for every running initiative.
Factor
Whether teams work reliably with each other, also across areas.
Interpretation
Collaboration holds inside the team. Across area boundaries it gets heavier.
What this means
Trust is there; consistency is not yet.
Where the lever sits
Pick one interface and make collaboration there a leadership routine.
Building block
Whether customer focus, processes and information flow work end to end.
Interpretation
Processes carry the everyday business. Data flow between teams remains fragmented — customer experience does not always follow intent.
What this means
Alignment sits between intent and everyday work. Without an end-to-end flow, impact stays local.
Where the lever sits
Make one critical end-to-end process a leadership object: owner, data flow, customer signal.
Factors
Factor
Whether customer value lands coherently across the key contact points.
Interpretation
Customer journeys are described. The experience does not always follow intent.
What this means
Intent and touchpoints drift apart.
Where the lever sits
Check one central customer path for breaks — and name an owner for it.
Factor
Whether processes are clear enough for teams to act without extra clarification.
Interpretation
Core processes carry the day-to-day. Exceptions create detours.
What this means
Regular operations are clearer than the exceptions.
Where the lever sits
Fold the most common exception into the process instead of renegotiating it each time.
Factor
Whether dependencies between areas are seen early and resolved.
Interpretation
Handovers create duplication and waiting time.
What this means
Coordination happens when it burns — not before it burns.
Where the lever sits
Set a fixed alignment format with a decision for one critical interface.
Factor
Whether information sits in the flow where the next step needs it.
Interpretation
Data flow between teams remains fragmented. Alignment still runs manually.
What this means
Leadership often decides on fragments.
Where the lever sits
Connect the information flow along one process before adding new tools.
Building block
Whether cloud, data, AI and architecture act as an enabler rather than a blocker.
Interpretation
Tools are in place. Cloud and data do not yet consistently take load off teams — AI remains isolated.
What this means
Technology still acts as a collection of tools, not as a system.
Where the lever sits
Prioritise one data path that visibly relieves two or three leadership decisions.
Factors
Factor
Whether the cloud base is stable enough to build on.
Interpretation
Cloud basics are in place. They do not yet relieve everyday work throughout.
What this means
The base holds — the benefit in day-to-day work is uneven.
Where the lever sits
Make one stable cloud path the standard instead of opening further islands.
Factor
Whether data is reliable enough to base decisions on.
Interpretation
Metrics exist. One shared source for the exec team is not yet the norm.
What this means
Without a shared data base, every bit of pace stays expensive.
Where the lever sits
Set one metrics source the exec team uses without rework.
Factor
Whether AI arrives in the work flow instead of staying in isolated pilots.
Interpretation
AI pilots stay island solutions. The jump into regular operations is missing.
What this means
AI is visible, but not yet effective in everyday work.
Where the lever sits
Choose one AI use with an owner, a data base and a date to roll out or stop.
Factor
Whether systems are connected so work flows without manual detours.
Interpretation
Architecture is described. Handovers between systems stay fragile.
What this means
Integration decides whether tools relieve work or create more of it.
Where the lever sits
Close one manual handover that costs teams time every week.
Building block
Whether the organisation gets into action: execution, pace and scaling.
Interpretation
Initiatives start as pilots and stay there. Pace, clear routines and scaling are the bottleneck — this is where impact is lost.
What this means
Initiatives start, but often stay in the pilot. Pace without scaling limits impact.
Where the lever sits
Every initiative needs an owner, a progress signal and a date to roll out or stop.
Factors
Factor
Whether what was decided gets moving quickly.
Interpretation
Initiatives start. The pace until visible progress varies widely.
What this means
Speed is an intention, not yet reliable in everyday work.
Where the lever sits
Measure, for running initiatives, the time until the next visible result.
Factor
Whether a few priorities steer everyday work, instead of the list growing longer.
Interpretation
Routines exist. They do not yet protect focus against new pilots.
What this means
Without a hard priority, pace becomes a permanent load.
Where the lever sits
Stop new pilots until the running ones have a scaling criterion.
Factor
Whether leadership follows through on delivery, not only kicks it off.
Interpretation
The exec team starts initiatives. Following them into everyday work is patchy.
What this means
Starting without follow-through lets impact fade in the pilot.
Where the lever sits
Review open blockers in the exec meeting by age and owner.
Factor
Whether pilots make the jump into regular operations.
Interpretation
Pilots appear. The decision to roll out, stop or adapt is often missing.
What this means
Without a scaling criterion, pace stays busywork.
Where the lever sits
No pilot without a decision date and a criterion to roll out or stop.
Sample values from a fictional organisation. Your own results make the same benefit tangible — interactive, with a report by email.
Three questions about your organisation — across five areas. You see where you are strong, where impact is lost, and which lever to pull next.
The model in brief
Future readiness emerges when meaning, culture and technology work together as a system — visible as direction, capability to act and impact.
We ask the same three questions in five areas of your company.
Future Readiness
Condenses your assessment. The decision support is in the detail: resource, bottleneck, next lever.
What you get from it
You move the slider between “Does not apply” and “Fully applies”. Typical duration: about 30 minutes — on desktop or phone.
I clearly understand what our company stands for.
I experience that our values are actually lived in everyday work.
Our teams deliver tasks and projects quickly and reliably.
Many Swiss companies are already in the middle of it — and still do not get ahead. It does not fail for lack of will. It fails because the bottleneck stays invisible.
of respondents see their current transformation as too slow or much too slow.
Unclear ownership, missing resources and weak progress tracking hold execution back.
Many initiatives stay stuck in pilots — without scale, without tangible impact in everyday work.
Source: Lucerne University of Applied Sciences and Arts, Business Transformation Survey 2.0, April 2026. Almost 400 decision-makers in Swiss companies.
Make visible where your bottleneck sits.
Check my Future ReadinessFree · no login · personal report
Built for leaders. No account, no registration, no setup required.
Direct access through the link. Name, email and role are enough — no account and no preparation.
120 questions on a scale from 1 to 5. No free text, no preparation. Duration: around 30 minutes.
After completion: the score in the dashboard. The personal report is sent to the email from the start.
You can then clarify with EVONEERS where the strongest lever sits — and what that means for your organisation.
We connect meaning, culture and technology so companies can decide more clearly and act with more impact. The assessment makes visible how these three work together as a system in everyday life — not as isolated measures.
Find out where your company is future-ready — and what is holding you back today.
Check my Future ReadinessFree · no login · personal report