How capable are you?

Is your organization currently capable of performing, governing, and learning at the right level?

Know how well your organisation is going?

Confident of your view?

What evidence do you rely on?

If you need assurance or you’re looking to identify improvement opportunities, check which of our three service levels best suits you.

Capability Assessment Methodology

Three evidence tests (E1–E3)

For each domain we look for three levels of evidence:

  • E1 – Exists
    Do the core structures and processes exist?
    (Policies, frameworks, processes, roles, plans, registers, documented approaches.)
  • E2 – Enabled
    Are they supported and usable?
    (Clear owners, resources, training, tools, data, and regular review cycles.)
  • E3 – Executed
    Are they actually used and making a difference?
    (Real examples where they shape decisions, behaviours, investments, and outcomes.)

In practical terms, E1/E2 tell you “have we built the system?” and E3 asks “does the system change what happens?”


Maturity scale (N–P–L–F)

Evidence across E1–E3 is then converted into a four‑step maturity rating for each domain:

  • N – Absent
    No meaningful evidence; capability does not meet current needs.
  • P – Ad hoc
    Informal, person‑dependent, inconsistent; pockets of good practice but not reliable.
  • L – Defined
    Documented and repeatable, but weakly enforced; often strong on design, weaker on routine use.
  • F – Operational
    Embedded, consistent, tested, and reviewed; good evidence that it works in practice.

You decide on the Assessment Level you need

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Heat map is included in each report


Start with a short conversation

We will discuss your current situation, and what “good” would look like over the next 12 months.

From there, we can decide the right place to begin.

Book a Conversation


Or email John directly johnsalter@me.com


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Author: John Salter & Associates Consulting Services

John Salter - specialising in the facilitation of risk-based capability reviews; needs-based training; business continuity planning; crisis management exercises; and organisational debriefing. Recognised for “preventing disasters, or where that is not possible, reducing the potential for harm” Ref: Barrister H Selby, Inquest Handbook, 1998. Distracted by golf, camping, fishing, reading, red wine, movies and theatre.

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