When we built the Readiness Assessment, the early prototype produced a single composite score. A number from 0 to 100. It looked clean. It performed badly. The problem was that a composite score hid the thing that actually matters in practice: where the pressure is, not how much pressure there is in total. A company with high architectural pressure and low commercial pressure needs a completely different intervention from a company with the inverse. The composite score made both look identical, and made the recommendation generic.
The full piece is being edited. It explains the five axes, why we landed on those particular five rather than three or seven, and how the scoring weights were calibrated against the engagements we've actually run.