01
Recommended
Personal + Company
Identify your own change style, then assess the organization you work within and see both results together.
TECHNOLOGY CHANGE STYLES
How do you move, and what are you moving within?
Technology change happens at the intersection of how people respond to uncertainty and how organizations are structurally designed to move. Choose the assessment that is useful to you right now.
02
Personal only
Discover the thinking pattern that tends to show up most strongly for you when technology change becomes uncertain.
03
Company only
Identify how an organization actually behaves when technology introduces uncertainty, or compare two companies and explore how their styles could work together.
Saved in this browser
There are no correct answers and no ideal result. Answer based on what actually happens under uncertainty, not what sounds impressive or what a strategy deck says should happen.
Your answers stay in this browser. Nothing is submitted or stored remotely.
COMPANY TECHNOLOGY CHANGE STYLES
One company or two?
Understand a company you own, work for, or may join. Or compare two companies to explore how their ways of adapting could work together.
COMPANY TWO
Now consider the second company.
Your first company's answers are saved. Answer the same questions based on the second company's actual behaviour, without trying to make the results match or differ.
Choose one
PART TWO
COMPANY TECHNOLOGY CHANGE STYLES
Now turn the lens outward.
The next 15 questions are not about leadership vision, stated values, or how the company wants to be seen. They are about how the organization actually behaves when technology introduces uncertainty.
Answer from practice
If there is a gap between what is said and what is rewarded, answer based on what is rewarded.
Choose one organization
Use your current company, a recent employer, or an organization you are considering joining.
Look for patterns
Focus on how decisions, risk, approvals, feedback, and failure are handled most of the time.
YOUR RESULTS
PUTTING IT ALL TOGETHER
Amplification and friction
Notice which of your instincts the system rewards, which it quietly suppresses, and whether the friction you feel is personal, or structural.
Use this awareness
Adjust how you show up, frame ideas in ways that match the organization’s momentum, make more informed choices about roles and initiatives, and stop internalizing every systemic obstacle as a personal failure.