Defined
Is it clear who owns this process and what it is for?
Ownership starts with clarity: one named person, an agreed scope, and a result defined by what customers need. If people cannot say who owns the process, nobody effectively does.
Process Ownership Diagnostic
Is our process ownership effective?
Choose one end-to-end process. Five minutes, twenty-four statements, and a prioritised plan to strengthen how it is owned.
- A Process Ownership Score, out of 100.
- A live six-part ownership profile.
- Your three biggest opportunities, tied to your own answers.
- A prioritised plan with owners and timescales.
- An indication of which Triaster services, if any, are relevant.
Start the diagnosticNo sign-up to begin.
Your diagnostic is completely confidential. Your answers, your scores, the process you name and your role are yours alone. They are not disclosed to anyone, including Triaster staff, unless you choose to share them. When you save your assessment we are told only that someone has started a diagnostic, with your email address, so we can send your private link. If you later ask for a consultant interpretation, your result is shared with a senior consultant at that point and only then.
The six dimensions of process ownership
Who owns it, with what mandate, across which handovers, knowing what, on what rhythm, and improving how. Each is scored separately, because the remedy for one is rarely the remedy for another.
Mandated
Does the owner have the backing to act across the teams involved?
An owner needs an agreed mandate to coordinate changes, support from the managers whose teams do the work, a clear escalation route, and the time to do the job, not just the title.
Connected
Are the handovers between teams agreed and managed?
Most of what goes wrong in an end-to-end process goes wrong between teams. Effective owners make the handovers explicit and stay in touch with the processes either side.
Measured
Does the owner know how well the process is performing?
Ownership without data is opinion. Defined measures, regular review of trends, complaints and nonconformities, and a view of risks and opportunities are what let an owner act early.
Active
Is ownership a regular rhythm rather than an audit-season event?
Effective owners keep a steady rhythm: scheduled reviews, walking the process, keeping the documented version true to practice, and being consulted before changes land.
Improving
Is the process getting better, and is that visible to leadership?
The test of ownership is a better process. Corrective actions close at the root cause, changes are controlled and checked, and performance and opportunities reach top management.
This reflects your own assessment. For a fuller picture, ask the owner, a manager and someone who works in the process to complete it for the same process.
How it works
Step 1
Name the process
Tell us the end-to-end process you are assessing, for example “Order to cash”, and your relationship to it. Its name then appears in every statement.
Step 2
Twenty-four statements
Say how true each one is today. “Don’t know” is a legitimate answer: it is flagged as something to establish evidence for, never scored in the middle.
Step 3
A plan, not a verdict
You get your three biggest opportunities, each linked to the answers behind it, with a first action, a suggested owner, a timescale and the evidence that would show improvement.
Suggested review frequencies are common benchmarks, not requirements: the right interval depends on the process and its risks. Part-way through we ask for your work email so your answers can be saved. Marketing consent is separate and optional, see our privacy policy.
How to read your score
Each dimension is scored out of 100 and the overall score is their equally weighted average. A band is a starting point for discussion: the specific answers behind it are the better guide.
| Score | What it may indicate |
|---|---|
| 0–24 | Ownership of this process may exist in name only, if at all |
| 25–44 | Ownership appears weak and largely reactive |
| 45–64 | Ownership appears to work in places but inconsistently |
| 65–79 | Ownership appears effective, with identifiable gaps |
| 80–100 | Ownership appears effective and to be actively improving the process |
Where to go next
Already started?
Enter the email address you used and we will send a fresh private link. For your privacy, we never show a saved assessment on the strength of an email address alone.