Functions are more likely to respond to requests from the business than be proactive in applying their functional expertise to enable the organisation to achieve its strategic objectives *

Both the functions and the business are regularly leveraging their influence and expertise outside of functional/hierarchical structures in service of the business *

The functions have a seat at the table to challenge the strategy of the business and are involved at an early stage *

An important part of the organisation’s purpose is to create a positive impact in the world, prioritising not just organisational goals, but also benefit to wider society (or making trade-offs between meeting organisational goals and delivering benefit to wider society) *

All parts of the organisation regularly seek out ideas and opinions different to their own, both internally and externally to the organisation *

The business consults with the functions but ultimately takes the final decision *

There is a high level of collaboration both internally and with external stakeholders including partnerships and alliances with parallel sectors and/or competitors *

Internal and external networks and partnerships are formed to tackle both the issues of today and for speculative or emerging needs *

Functions proactively look to innovate and improve to meet the changing needs of the business *

The organisation can adapt to changing priorities by flexing their polices and processes as well as resources to meet emerging challenges and opportunities *

Functions and the business adapt and collaborate effectively to achieve the best outcome(s) for the organisation when faced with uncertainty, complexity and paradoxes *