Does your data support the decision in front of you?
Most organizations already hold the answer. It's spread across sixty conversations and a dozen systems, and nobody can see all of it at once. Signal™ assembles it — and tells you what it will and won't support.
01 — GATHER
Every source
The systems everyone knows about, and the spreadsheets nobody documented.
02 — WEIGH
Every claim
Told to us, shown to us, or independently verified. The tier sets the ceiling.
03 — ANSWER
With its basis
A score you can trace, defend, and act on. Not an opinion with numbers attached.
The claim never outruns the evidence beneath it.
You've invested in data. The decisions didn't get faster.
Every team has their own numbers and nobody agrees. Field doesn't trust the reports, so they build their own spreadsheets. You just signed a large vendor contract and you're not certain it's plugged in correctly. Legal keeps blocking the analytics work you want to run.
The gap is rarely the technology. It's whether anyone can say what "an HCP" means, who owns that definition, and what happens when two systems disagree.
Two Engines, in sequence
Signal Discovery™ produces the evidence. Intelligent Alignment™ scores and synthesizes it. Neither is complete without the other.
WEEKS 1–5
Signal Discovery™
Structural audit — org charts, system inventory, vendor roster, KPI definitions, read before a single interview.
Key Stakeholder interview across every commercial function ensure no data puddle. Not a survey — the people who depend on the data.
Tagged as they happen, so every observation already carries the dimension it will be scored against.
Produces the evidence
WEEKS 6–7
Intelligent Alignment™
Scored at capability level against explicit criteria, then rolled up by weakest link and the 80/−1 rule.
An alignment analysis sits between the score and the roadmap, across seven dimensions.
Most assessments go score → roadmap. This one goes score → alignment → root cause → roadmap.
Scores and synthesizes it
The Finding
A current-state picture at capability, subcategory and domain level — with the failed criterion recorded against every level assigned.
When someone senior wants the number to be different, the number decomposes into the criteria that produced it.
Defensible on the room
The five levels
A level is earned only when every criterion at that level and below is met. There is no partial credit.
LEVEL 1
Fragmented The capability happens because a specific person makes it happen.
LEVEL 2
Emerging Documented and repeatable — but only inside one team, brand, or region.
LEVEL 3
Standardized One enterprise definition, one process, one named owner.
Level 4
Managed Measured against a defined threshold, reviewed on a cadence by someone accountable.
LEVEL 5
Optimized The measurement has caused a documented change to how the capability works.
Why the score holds up
Most maturity models average everything into a 3.4 and call it a finding. A 3.4 built from a 1 and a 5 is a completely different organization from a 3.4 built from two 3s — and averaging destroys exactly that difference. Intelligent Alignment™ never averages anything.
A level is gated, not averaged
Acceptability meeting every Level 4 criterion but one Level 3 criterion is a Level 2. Not a 3. Not a 3.8. Partial credit at a level does not earn the level.
Weighting sets priority, never maturity
You distribute 100 points across domains at kickoff. Those weights drive sequence. They cannot move a single level — or every client would weight away their weaknesses.
Evidence sets the ceiling
A stakeholder saying it's true supports Level 2. An artifact supports Level 4. Level 5 requires us to inspect the system and find a change made because a measure said so.
"Don't know" is data
Where more than a quarter of the people accountable for a capability can't describe it, the capability is capped at Level 2 — whatever the policy binder says.
Three services. One progression.
ESTABLISH THE BASELINE
Assessment
Where does this organization actually stand — not where it believes it stands? Signal Discovery™ produces the evidence. Intelligent Alignment™ scores it.
LEVEL 2 TO LEVEL 3
Operating Design
One definition, one process, one named owner, and downstream systems that consume the standard instead of maintaining their own copy.
LEVEL 3 TO LEVELS 4 AND 5
Measurement & Reassessment
How would you know if this stopped working? A standard nobody measures decays quietly. We design the instrumentation, then re-baseline against it.