Proprietary Framework

The Organisational Performance Scale

Three themes. Nine dimensions. Five stages of maturity. Built over 20 years inside organisations, this is how we find what holds you back and build the systems to move you forward.

The framework Our consulting approach

Three Themes, Nine Dimensions

The drivers behind every business decision

Performance improvement looks different for every organisation, but the underlying drivers are the same. These three themes and nine dimensions cover everything that determines whether an organisation performs or plateaus.

Theme One

Motivation

Can your people see what the business is trying to achieve and how their work connects to it? When motivation is right, you get engagement, retention, and a team pulling in the same direction.

North Star Team & Motivation

Theme Two

Capacity & Capability

There is usually a plan, but not enough hands, systems, or skill to carry it out. This theme covers making sure you can do what you need to do.

Foundations Operating Model Execution Financial Metrics

Theme Three

External Environment

You cannot control the market or what competitors do. But you can prepare. This theme builds awareness and resilience so external changes do not catch you off guard.

Delivery Growth

We find most organisations sit between stages one and three. Our job is to help you see where you are, and build the systems to move forward to Transform.

Tactical.ly

Organisational Performance Scale

Performance Maturity Framework

Every dimension moves through five stages of maturity: Recognise, Establish, Systematise, Optimise and Transform. We find most organisations sit between stages one and three. Our job is to help you see where you are, and build the systems to move forward.

Recognise

Reactive

Establish

Intentional

Systematise

Structured

Optimise

Measured

Transform

Adaptive

North Star

Vision exists informally

The founder holds the vision but it lives in their head. The team has a rough sense of direction without a shared reference point.

Owner: Founder / CEO

Vision, mission and values articulated

Origin story captured. Mission and values documented and tested for understanding across the organisation. Strategic direction drafted.

Owner: CEO / Founder

Strategy cascades through OKRs

Business OKRs set. Rhythm of the business designed. Executive principles guide daily operations. Offsite cadence established.

Owner: CEO / Leadership team

Strategy reviewed against data

Quarterly strategy reviews informed by leading indicators. SWOT updated regularly. Exit or growth strategy documented and pressure-tested.

Owner: CEO / Board

Self-correcting strategic system

Strategy adapts continuously to market signals. Culture and direction are inseparable. The organisation recalibrates without disruption.

Owner: Board / CEO

Team

Roles overlap, motivation is implicit

Organisational chart is informal. People do whatever needs doing. Motivation depends on proximity to the founder or leadership.

Owner: Founder / CEO

Structure and transparency emerge

RACI defined. Organisational chart documented. Remuneration reviewed. Internal communications strategy in place. Equity or incentive structures considered.

Owner: COO / People lead

Career paths and performance systems

Career progression documented. Regular 1:1s and performance reviews are systematic. Team dynamics and engagement platform operational.

Owner: COO / People lead

Engagement data drives decisions

eNPS tracked and acted on. Retention strategies are proactive. Alternative incentivisation plans tested. Performance management is continuous and data-informed.

Owner: COO / People lead

High performance is the cultural norm

Team culture is self-reinforcing. People join because of the culture. Development, recognition and progression are integrated into how the organisation runs.

Owner: COO / People lead

Foundations

Core tools exist but are disconnected

The organisation runs on a mix of tools adopted over time. No shared standards or integration. Onboarding is ad hoc.

Owner: Founder / Office manager

Tooling reviewed and rationalised

Operational tooling audited. Key platforms established for finance, project management, communication and customer data. Onboarding documented.

Owner: COO / IT lead

Systems integrated, processes documented

Communication principles defined. Policies and process documentation underway. Central dashboard provides visibility across the organisation.

Owner: COO / IT lead

Automation reduces manual overhead

Business intelligence operational. Tooling optimised for workflow. Reporting automated where possible. Tech debt managed actively.

Owner: CTO / COO

Architecture supports scale

Technology stack evolves continuously. Systems are modular and replaceable. The foundations hold up under growth without rework.

Owner: CTO / COO

Op Model

Operating model is inherited

The way the organisation works has evolved organically. Nobody designed it. Decision rights are unclear and governance is informal.

Owner: Founder / CEO

Org design reviewed

Current-state operating model mapped. Decision rights documented. Key gaps between strategy and structure identified. Future-state design started.

Owner: CEO / COO

Ways of working redesigned

Governance structures formalised. Cross-functional collaboration defined. Accountability frameworks in place. Change managed deliberately.

Owner: COO / Transformation lead

Model tested and refined

Operating model performance measured. Bottlenecks identified through data. Structure adjusts to support evolving strategy and market conditions.

Owner: COO / CEO

Operating model as competitive advantage

Structure, governance and ways of working are a source of speed and resilience. The model evolves continuously without wholesale restructures.

Owner: CEO / Board

Execution

Work gets done without documented process

Delivery relies on individual knowledge. No consistent cadence, communication norms or workflow standards. Results vary by person.

Owner: Team leads / Founder

Cadence and rhythms established

Leadership meeting cadence set. Engagement rhythm documented and shared. Prioritisation workflow in place across the organisation.

Owner: COO / Team leads

Utilisation and margin tracked

Time or effort tracking implemented. Gross margin tracked per project, product or business unit. Internal initiatives framework drives innovation alongside delivery.

Owner: COO / Finance lead

Efficiency metrics tracked and acted on

Bottlenecks identified systematically. Performance reporting delivers insight. Process improvement is a standing agenda item with clear ownership.

Owner: COO / Operations lead

Execution excellence is embedded

Continuous improvement is cultural. Processes self-correct. Operational rigour exists without friction. The organisation runs well even when leadership is absent.

Owner: COO / CEO

Financial

Basic P&L visibility only

Accounts are managed but financial visibility is limited to end-of-period reporting. No forward view. Cash flow is managed reactively.

Owner: Founder / Accountant

Accounting structure reviewed

Accounting platform audited. Outsourcing model evaluated where appropriate. Day-to-day financial management streamlined.

Owner: COO / Finance lead

Financial transparency across leadership

Leadership has visibility into financial performance. Contingency plans developed. Unit economics understood. Financial transparency supports trust and alignment.

Owner: COO / CFO

Forecasting integrated with operations

Revenue forecasting connected to delivery pipeline. Margin tracked per product, project or customer. Scenario planning supports decision-making.

Owner: CFO / COO

Board-level financial governance

Financial model supports multiple scenarios. Board reporting cadence established. The organisation makes confident financial decisions backed by real data.

Owner: CFO / Board

Metrics

Tracking is ad hoc

Some numbers are watched, mostly revenue. No consistent KPIs across the organisation. Reporting is reactive and backward-looking.

Owner: COO / Founder

KPIs defined for key areas

Reporting cadence established. Core business and sales metrics documented. NPS and eNPS baselines captured. Product or service health indicators identified.

Owner: COO / Department leads

OKRs cascaded, dashboards operational

OKRs at leadership and team level. Dashboards live. Product metrics (adoption, churn, retention) or service metrics (quality, CSAT) tracked alongside financial KPIs.

Owner: COO / Product lead

Leading and lagging indicators balanced

Forecasting models active. NPS and eNPS trends inform strategy. Customer lifetime value, acquisition cost and product-market fit signals drive pipeline and roadmap decisions.

Owner: COO / Product lead

Predictive analytics inform strategy

Real-time business intelligence. Data informs strategy and operations simultaneously. The organisation sees around corners and acts before problems surface.

Owner: COO / CTO

Delivery

Delivery is founder-dependent

Quality varies by who runs the work. No standard commercial agreements or pricing model. Release cadence (product) or project methodology (service) is undefined.

Owner: Founder / Senior staff

Commercial structure and pricing reviewed

Standard agreements protect both parties. Pricing reviewed for margin. PM or product development methodology assessed and documented.

Owner: COO / Head of Product

Customer lifecycle mapped

End-to-end customer journey documented. CX and account management reviewed. Onboarding, support and retention touchpoints defined. Qualification criteria in place.

Owner: Head of Product / CX lead

Revenue model diversified

Alternative revenue streams evaluated. Delivery processes are data-driven. Product quality or service quality measured against benchmarks. SLAs where appropriate.

Owner: CPO / COO

Delivery excellence at scale

Delivery is consistent regardless of who leads. Quality, speed and margin hold up as the organisation grows. The delivery engine is the competitive advantage.

Owner: CPO / COO

Growth

Growth through networks only

Revenue comes through referrals and founder relationships. No documented sales process, go-to-market strategy or pipeline visibility.

Owner: Founder / CEO

Sales process and GTM strategy established

Sales workflow documented. CRM in use. Go-to-market strategy drafted with target segments, channels and value proposition articulated.

Owner: CEO / Head of Sales

Market analysis and channel deployment

Competitive analysis completed. Go-to-market channels tested and deployed. Marketing plan in place. Sales capability coaching underway.

Owner: Head of Sales / CMO

Sales and marketing engine aligned

Sales OKRs operational. Customer and market desirability matrices filter the pipeline. GTM strategy refined through data. Marketing and sales work in concert.

Owner: CRO / CMO

Growth engine runs with minimal intervention

Market position actively managed. Revenue strategies are diversified and tested. The pipeline fills itself and the organisation grows by design, not by chance.

Owner: CEO / CRO

Reactive

Intentional

Structured

Measured

Adaptive

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