The leadership team has a picture of the market, of where regulation is heading, of what competitors are doing. Only: that picture has never been laid side by side in one round. One director still calculates with an assumption from two years back, another has already quietly let it go — without anyone saying so. As long as no one makes that difference visible, the boardroom talks past each other about priorities that rest on different versions of reality.
This page shows exactly what ends up on the table once that confrontation has been made.
The stress test delivers four components, each in a fixed form.
First, three to five urgent strategic themes, each with the evidence attached: the map, the source and the date tied to that theme. No summary without provenance.
Then the maturity picture: where your organization stands on the five axes that the tool uses, built up from the score of each participant separately.
Alongside that, the assumptions list. Every assumption the team has contributed gets a status: still valid, expired, or uncertain — tested against external datasets.
And finally the prioritized decision agenda: not what you must decide, but which questions need an answer first because the spread there is greatest.
Each component can be traced back to two sources that remain separate until the end.
The first is the external picture: sector datasets, regulatory calendars and public competitive signals. Machine work, no interpretation upfront — per theme a card with source and date.
The second is the internal self-plot: your own leadership team, where each person scores separately on the five axes and on the assumptions list. No one sees another's score before the round closes. That is what makes the spread meaningful — it is not an average, it is a difference that becomes visible.
Sector, a few questions about the business model, and your most important assumptions in your own words. Those assumptions are mapped onto a fixed assumptions taxonomy, so they become comparable with what the datasets deliver. This takes 60 to 90 minutes, to be divided across multiple people — no one has to do this all at once.
The sector datasets, regulatory calendars and public competitive signals produce a card per theme. Each card carries its source and date into the report.
Each participant scores, at their own moment, the five axes and the assumptions list. Independently of each other. The round only closes once everyone is done; only then does the spread become visible.
Themes, maturity, the status of each assumption and the spread picture come together in the decision agenda. The report also describes the three possible outcomes and the bridge to the work scan — read more about those outcomes here.
The tool does not advise. It confronts your picture with data and shows where it diverges. What follows from that is up to the boardroom — there is no recommendation from us in the report.
It is also not a work session and not a round of interviews. The plotting round is online, each person fills it in at their own moment, without guidance. A guided session only exists as a later choice, with a partner, after the report — never as part of the stress test itself.
And every figure carries its provenance. A theme without a source and date does not make it into the report. That may seem like a detail, but it is what makes the report usable at a table where people themselves also need to come with evidence.
What happens next depends on what is needed.
The first route is a roadmap per theme: concrete steps, who needs to be involved, which data is still missing, an agenda template for your own strategy day, and the assumption clocks that require reconfirmation each quarter.
The second route is the tool plus a partner on the components that carry more weight: expert interviews, or a guided confrontation session based on the spread picture. Per component there is a partner button.
The third route is a full trajectory with the partner, where the report — with permission — comes along as a dossier. The partner then never starts from a blank slate.
How those three routes exactly diverge and where the button to the partner appears is worked out on how it works; anyone who wants to see how other organizations have dealt with a comparable spread can find that in the knowledge base.
A strategic theme only becomes a decision once it also lands somewhere: in tasks, in hours, in a system that has to carry it. Where that translation begins is the domain of the work scan on ftetoai.com.
Stel uw vraag. Vaak zit de echte vraag een laag dieper — daar mag ik naar vragen.
Answers come from this site’s knowledge base. Not tailored advice, and not a scan of your company.