Start a Conversation
PERFORMANCE ARCHITECTURE · RESEARCH

See the organization clearly.

PAG's research platform combines a proprietary organizational-health assessment with targeted qualitative inquiry to create an objective picture of organizational alignment, strengths, gaps and readiness for change.

The OHS™The 4·12·60 modelFull research approachWhat clients receiveWhy it's different
The proprietary diagnostic

Organizational Health Survey™

The OHS™ is PAG's proprietary organizational-health survey, designed to measure how effectively the conditions that drive performance are understood, aligned and reinforced across the enterprise.

Unlike a narrow engagement or satisfaction survey, OHS examines the broader organizational system. It looks at how people experience Strategy, Culture, Talent and Information—and whether those elements are working together in ways that support clarity, alignment and execution.

4organizational quadrants
12dimensions
60quantitative items
The premiseClarity and alignment drive organizational performance.
Organizational Health Survey model showing Strategy, Culture, Talent and Information across 12 dimensions

The OHS™ circumplex provides a visual model of organizational health across four quadrants and 12 dimensions. Client results populate this model based on actual organizational data.

The 4 · 12 · 60 model

Four parts of the organization. Twelve lenses on performance.

Each quadrant represents a critical organizational condition. Three dimensions within each quadrant provide the deeper diagnostic view.

01

Strategy

Examines whether people understand the organization's direction, whether plans connect to that direction, and whether the organization can adapt as conditions change.

VisionPlanningFlexibility
02

Culture

Examines the degree of trust, openness, pride, purpose and shared identity that shape the everyday employee experience and support performance.

ClimateEngagementIdentity
03

Talent

Examines leadership effectiveness, teamwork and the organization's ability to develop the capabilities people need to perform and grow.

LeadershipTeamworkDevelopment
04

Information

Examines whether systems, measures and performance information give people what they need to make decisions, improve and execute effectively.

SystemsMeasurementPerformance
More than a survey

The OHS™ creates the quantitative fact base. The full research approach adds context.

The goal is not to generate scores. The goal is to understand what the data mean, why the patterns exist and where focused leadership attention can improve performance.
01

Organizational Health Survey™

Enterprise-wide quantitative assessment across the 4 quadrants, 12 dimensions and 60 items of the OHS model.

02

Stakeholder Interviews

One-on-one conversations with selected executives, leaders and employees add context, examples and perspectives that numbers alone cannot provide.

03

Change Readiness Interviews

PAG can convert the 12 OHS dimensions into a structured qualitative interview framework to examine readiness, barriers and opportunities for change.

04

Demographic Analysis

Results can be examined across meaningful populations—such as role, level, tenure, location or other client-defined groups—to reveal important differences in experience and alignment.

05

Qualitative Inquiry

Open-ended questions and interview themes help surface the language, examples and recurring issues behind the quantitative findings.

06

Integrated Interpretation

PAG synthesizes the quantitative and qualitative evidence into strengths, gaps, cross-cutting themes, priorities and recommendations for leadership action.

What clients receive

Not simply a score. Organizational intelligence.

The research is translated into a usable picture of the organization—designed to support leadership discussion, prioritization and action.

OHS™ Circumplex

A visual profile of organizational health across all 12 dimensions.

Quadrant + Dimension Scores

Clear views of Strategy, Culture, Talent and Information, with the three dimensions underlying each.

Item-Level Findings

Visibility into the specific issues contributing to dimension strengths and opportunities.

Demographic Comparisons

Meaningful differences across selected employee populations and organizational segments.

Qualitative Themes

Recurring perspectives, examples and issues surfaced through open-ended responses and interviews.

Executive Findings + Recommendations

An integrated interpretation of the evidence, with priorities and recommendations designed for action.

Why OHS™ is different

A whole-organization diagnostic designed to lead somewhere.

What it does
Why it matters
Business value
Measures the organizational systemOHS examines Strategy, Culture, Talent and Information rather than isolating employee sentiment.
Leadership can see how multiple organizational conditions interact rather than treating symptoms independently.
A broader fact base supports better prioritization and more targeted investment.
Combines quantitative + qualitative evidenceSurvey results can be supplemented by interviews, open-ended inquiry and demographic analysis.
Scores gain context, nuance and explanatory power.
Findings are easier to translate into credible decisions and actions.
Uses one diagnostic architecture across methodsThe same 12 dimensions can inform survey analysis and PAG's Change Readiness Interview approach.
Different research methods speak a common organizational language.
Leaders receive a more coherent picture of readiness, alignment and performance conditions.
Connects directly to interventionOHS findings can inform culture work, leadership development, executive coaching and other elements of The Performance Architecture™.
Research becomes the beginning of improvement rather than the end of assessment.
Organizations can move from evidence to targeted action without starting over with a new framework.
Performance value

Better evidence produces better choices.

See clearly
Replace competing assumptions and anecdotes with a shared organizational fact base.
Prioritize intelligently
Focus leadership attention on the conditions most relevant to organizational performance.
Find alignment—and misalignment
Understand where leaders, teams and employee groups experience the organization differently.
Create a baseline
Establish measures that can be revisited to evaluate movement and organizational impact over time.
Modular by design

Use OHS™ independently—or as the research foundation of The Performance Architecture™.

The findings can stand alone as an organizational diagnostic or directly inform PAG's work in Culture, Leadership Development, Executive Coaching and AI Fluency.

Discuss the OHS™