Digital Leadership Diagnostic

Where does your digital judgment stand?

Thirty-three scenarios across ten capabilities. There is no technical trivia here: we assess how you reason about real decisions.

About 15 minutes

Question 1 of 33

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A vendor tells you their platform "uses AI". What should you take from that?

That the platform is automatically better than its competitors.That the vendor is technologically advanced.You need to understand what the AI actually does inside the product, and whether it creates real value for your use case.That you should adopt it quickly, before your competitors do.

Your company is considering replacing several disconnected internal systems with a single platform. What should you understand before approving it?

The programming language the platform is built in.How many developers the vendor employs.How the current systems support the processes, where the dependencies sit, and which business outcomes the new platform is meant to improve.Whether the interface is the most modern on the market.

Your technical team proposes migrating a system to the cloud. What is the best first question?

Does cloud mean this will automatically be cheaper?Which business problem does this migration solve, and what are the trade-offs in cost, security and vendor dependency?How long will it take?Are all our competitors already on the cloud?

What does an integration between two pieces of software actually mean, from a leader's point of view?

A technical detail that only concerns the IT team.A mechanism that lets two systems exchange information, with consequences for cost, flexibility and vendor dependency.A feature every modern piece of software has by default.A marketing word with no practical consequence.

A bank wants to reduce the time it takes to approve customer applications. Which approach is soundest?

Buy software straight away.Add more staff.Map the whole process, identify the bottlenecks and dependencies, then explore possible interventions.Ask another bank which software they use.

A company automates an administrative task. Three months later another department reports a heavier workload. What should you investigate?

Whether the automation should be removed immediately.Whether the automation shifted dependencies elsewhere in the process.Whether employees are resisting the technology.Whether the software vendor should be replaced.

Before proposing a digital solution to an operational problem, what comes first?

Compare software available on the market.Map who is involved, what information flows, and where it gets lost or slowed down.Request a budget.Launch a tender.

Your team says customers are leaving because the digital service is poor. What do you do first?

Buy a better digital platform.Talk to customers and analyse evidence to pinpoint exactly where the experience fails.Increase the marketing budget.Copy a competitor.

A dashboard reports a 20 percent rise in customer complaints. What should you avoid doing?

Investigate the causes.Segment the complaints by type.Check whether the measurement method changed.Immediately conclude that service quality dropped by exactly 20 percent.

Your technical team tells you the data in a report is incomplete. What is the most useful response?

Ignore the report entirely.Understand precisely what is missing, why, and how much confidence the dependent decision deserves.Ask for a new report without asking questions.Use the data as it is.

Your company receives 15,000 customer messages a month. Management wants to introduce an AI chatbot. What has to happen first?

Compare the latest chatbot models.Identify the request types, the available data, the constraints and the expected outcomes.Ask competitors what they use.Pick the most impressive demo.

A generative AI system performs well in demos but sometimes produces incorrect information. What should you weigh?

The errors do not matter if the rest is impressive.The system should be used without human supervision.The consequences of errors and the controls appropriate to the intended use.You should market the AI capability more aggressively.

Your company wants to use generative AI to draft official customer communications automatically. What should you investigate?

Only whether the text reads fluently.Accuracy, confidentiality, data handling, human review and who is accountable when it gets something wrong.Whether employees find the tool interesting.Whether the tool has a mobile app.

You have to decide whether AI is appropriate for a given problem. Which criterion matters least?

The availability and quality of the required data.The level of risk if the system gets it wrong.Whether the technology is recent and widely covered in the press.Whether a human checkpoint exists before important decisions.

An employee spends six hours a week copying information from one spreadsheet to another. What should you investigate?

Whether the employee can work faster.Whether the process can be eliminated, redesigned or automated.Whether the employee should be replaced.Whether you should buy another spreadsheet tool.

A company wants to automate a process that contains several unnecessary approval steps. What comes first?

Automate the process exactly as it stands.Redesign the process before deciding what should be automated.Buy an automation platform.Hire an automation specialist.

Which signal most clearly indicates a process is ready to be automated?

It is repetitive, rule based, and its exception rate is low.It is handled by a junior employee.It has been in place for a long time.A competitor has already automated it.

Two vendors propose solutions. One costs 20,000 dollars, the other 50,000. What should you do?

Pick the cheaper one.Pick the more expensive one, since a high price guarantees quality.Compare total cost, business fit, risk, implementation and expected value.Ask for a bigger discount.

A vendor claims their product will cut costs by 30 percent. What should you ask for?

A further discount.Evidence of how that figure was calculated and which assumptions it rests on.A longer contract.A second sales representative.

A vendor offers an attractive solution but requires most of your operational data to stay inside their ecosystem. What should you investigate?

Only the monthly subscription.Vendor dependency, data portability, exit options and long term cost.The colour of the dashboard.How quickly the sales rep replies.

Should you build a solution in house or buy it from a vendor?

Always build, to keep full control.Always buy, to move faster.It depends on strategic criticality, in house skills, total cost and time to value.Pick whichever option the press talks about most.

A company wants staff to start using a new AI tool immediately. What should be weighed before adoption?

Only how enthusiastic employees are.Data confidentiality, access, acceptable use, security and governance.Only the subscription price.Only the expected productivity gains.

A company discovers employees are using consumer AI tools to process confidential information. What is the best initial response?

Ignore the situation.Ban all AI immediately, without investigating.Understand which information is affected, assess the exposure, set a clear policy and offer safe alternatives.Ask employees to delete their accounts.

A critical service in your organisation goes down tomorrow morning. Which question should a leader already have an answer to?

Who is accountable, what information is exposed, and what the continuity plan is.Who is going to fix the server.How much it will cost in overtime.How to post about it on social media.

Customers regularly abandon an online process halfway through. What comes first?

Rebuild the application from scratch.Investigate where customers drop out, gather their feedback and locate the source of friction.Increase advertising.Add more features.

A company adds ten new features to its application. Customer satisfaction falls. What should you consider?

Customers do not understand the technology.More features is always better.The added complexity may have created friction rather than value.You should promote the features more.

Which question best guides the design of a digital customer journey?

What technology should we build?What experience should the customer have, and where does the friction sit today?What is the most modern tool available?What are our competitors doing?

A company has identified 15 possible digital initiatives but can only fund three. What should management do?

Pick the three newest technologies.Pick the three the loudest managers are asking for.Prioritise on strategic value, urgency, feasibility, risk and expected impact.Pick the three cheapest.

A director proposes a digital project because every competitor is doing it. What should you do?

Approve it immediately.Investigate the strategic rationale, the real business problem and the evidence that justifies adopting it.Reject it out of hand.Wait until every competitor has finished.

A digital transformation project is technically successful, but employees barely use the new system. What does that tell you?

The technology is useless.The employees are the problem.A successful transformation also requires adoption, process change, incentives and support.You should automatically change vendor.

A technical team tells you an architecture is necessary. You do not fully understand it. What is the best response?

Approve it because the team is technical.Reject it because you do not understand it.Ask them to explain the business implications, the alternatives, the trade-offs and the risks.Ask another executive to decide.

During a project meeting a junior employee challenges the proposed solution. Their reasoning looks sound. What should you do?

Close the discussion, since the decision is already made.Ask them to walk through their reasoning and judge the argument on its merits.Ask them to raise it privately instead.Ignore the remark.

A digital transformation project is running into trouble. What is the soundest leadership response?

Protect the project because significant money has already been committed.Look for someone to blame.Re-examine the evidence, assumptions, objectives and alternatives, then decide whether to adapt, pause or stop.Automatically throw more resources at it.

Coh0rt

Understand technology. Question the obvious. Decide better. Lead change.

Conakry · Guinea

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Programme Method 16 weeks Capabilities

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