Organizational Readiness Intelligence™

About This Work

Leadership Matters.

A demonstration of how talent intelligence answers the question every organization needs to answer

Strong leaders build strong teams. Strong teams drive engagement. Engagement drives results. When leadership continuity breaks — results break too.

Do we have the right leaders, in the right place — and are they ready for tomorrow?

This is a demonstration of how talent intelligence can answer that question — with data, not opinion.

The Problem

Most organizations manage succession, performance, leadership development, and talent risk separately.

No one connects them. So when a critical leader exits — and it is always unexpected — the organization scrambles. It promotes someone who is not quite ready. It hires externally at a premium. Teams lose direction.

The gap was visible in the data. It just was not being measured.

This demonstration shows how those signals can be connected — so organizations can act before the gap opens, not after.

The Frameworks

Two original frameworks. Published 2024. Built to answer questions that matter in a boardroom.

Employee Lifetime Value™ (ELV) — Workforce Economics Framework

Quantifies the projected organizational contribution of a leader relative to their employment cost. Translates talent decisions into financial language — making leadership gaps visible as economic risk, not just HR risk.

Published August 2024 · View on LinkedIn

Leadership Momentum Index™ (LMI) — Leadership Effectiveness Framework

A point-in-time score from 0 to 100 measuring how effectively a leader is currently delivering across team engagement, goal completion, and KPI performance. Four bands: High Impact (80+), Strong Contributor (60–79), Developing (40–59), Needs Development (below 40).

Published 2024 · View on LinkedIn

Full methodology available upon request.

The Context

An airport that operates 24 hours a day, 365 days a year.

It cannot pause for a leadership transition. And it is navigating a transformation that will test every layer of its leadership pipeline. This is exactly the kind of organization where leadership continuity is not an HR conversation. It is an operational imperative.

This intelligence platform is applicable to any large enterprise where leadership continuity drives operational performance — financial services, aviation, infrastructure, consulting, or public sector.

Synthetic Data: All data is synthetic — generated for portfolio demonstration purposes only. The GTAA context is used with respect as an illustrative example. No real employee data has been used.

Built by Jaini Desai · People Analytics & AI Enablement · jainidesai.com

"Strong leaders, strong teams, stronger results. Leadership continuity is not about having a succession plan. It is about knowing — with data, not opinion — whether the right people are ready, whether they are delivering, and whether the organization is prepared for what comes next."

— Jaini Desai · People Analytics & AI Enablement · jainidesai.com

Boardroom View

Three questions. Three answers. One screen.

The executive dashboard — everything a CEO, CHRO, or VP needs to understand organizational readiness in under 60 seconds

What is our exposure?

$49M

Workforce Value at Risk™

Economic exposure created by leadership continuity gaps — roles where no prepared successor exists and organizational value is at risk during any unplanned transition.

Driven by Build or Buy and Buy or Borrow succession gaps across all functions

Where are we vulnerable?

12 of 13

Critical Roles Without Ready Successors

Critical roles are defined by one question: if this leader resigned today — what happens? 12 of 13 roles designated critical have no data-supported Ready Now successor in place today.

Operational continuity risk. Not an HR problem — a business continuity problem.

Where is our opportunity?

111

Underestimated Employees Identified

111 people are placed lower in the talent grid by their managers than the data supports. These are not gaps in the pipeline — they are untapped succession options that have not been activated.

Pipeline acceleration opportunity. The talent exists. It needs to be seen.

Total Assessed

224

People across 7 functions

Ready Now

17

People ready to step up today

High Impact Leaders

47

Delivering at High/Strong level

Need Development

20

Leaders below LMI threshold

These three numbers — $49M exposure, 12 of 13 critical roles at risk, and 111 hidden talent signals — represent the gap between what the organization believes about its leadership readiness and what the data shows. The detail behind each number is in the tabs above.

Executive Summary

The organization has the talent. The question is whether it is visible, activated, and moving in the right direction.

Four findings · Three strengths · Three opportunities · Recommended actions by function

What This Assessment Covers

Leadership continuity is an operational imperative — not an HR process. When a critical leader exits without a prepared successor, the impact is immediate: decisions slow, teams lose direction, and institutional knowledge disappears. This assessment measures whether the organization has the leadership depth to absorb that shock.

This assessment covers 224 people across 7 functions — 98 leaders from Manager to VP, and 126 Individual Contributors who represent the future leadership pipeline. It measures capability against role requirements, tracks leadership delivery scores, maps succession depth at every level, and surfaces where manager assessments diverge from what the data shows.

A critical role is defined by one question: if this person resigned today — what happens? Not by title. Not by seniority. By operational dependency. This organization has 13 such roles.

Three Strengths

The pipeline exists and it is substantial

126 people are ready within 1-2 years. 80% of Managers and 83% of ICs meet their role capability requirements. The talent is here — it needs activation, not creation.

47 leaders are delivering at High Impact or Strong Contributor level

48% of the leadership layer is performing strongly. Safety & Security and Digital & Technology lead the organization. These leaders are building the bench below them.

111 people are stronger than their managers realize

The data places 111 people higher than manager assessment. These are not missing from the pipeline — they are hidden succession options that have not been activated.

Three Opportunities

The VP and Director layers need capability investment now

No VP meets the capability threshold for their own role. Only 6 of 13 Directors do. This is the layer that translates strategy into execution. When it is under-capable, the organization runs on momentum rather than strength.

20 leaders need structured development support

20% of leaders are below the LMI delivery threshold — LMI score below 40. The highest concentration is in Airport Operations. Left unaddressed, this slows pipeline development in those functions.

Succession plans in 3 functions are built on inflated assessments

Infrastructure & Facilities and Finance both show 37.5% manager overstatement. Succession decisions made on these assessments will surface gaps at the moment of transition — not before.

Finding 01 — Pipeline

126 people are ready in 1-2 years. The pipeline exists — but it has not been activated yet.

7.6%

of all 224 people are Ready Now — able to step into a more senior role today without a significant capability gap.

What Ready Now means: Capability scores meet or exceed the target role threshold, with the performance history and potential to succeed without structured transition support.

Of 13 critical roles — where departure today causes immediate operational disruption — only 1 has a Ready Now successor. The organization is one unexpected departure away from a leadership gap in 12 of its most critical roles.

Finding 02 — Capability

Capability strength exists in the middle. The gap is at the top.

0 of 5

VPs meet the capability threshold for their own role. 0 of 13 Directors are Ready Now to step up.

What capability threshold means: Each leadership level has a minimum requirement. VP roles require 80/100 capability. Current VP average is 65/100. Directors need 70/100 — current average is 68/100.

The good news: Senior Managers (72%), Managers (80%), and ICs (83%) meet their requirements. The capability exists — it is one and two levels below where it is most needed.

Finding 03 — Leadership Delivery

48% of leaders are delivering strongly. 20% are below the delivery threshold and need support.

47 of 98

leaders are at High Impact or Strong Contributor on the LMI — actively contributing to organizational performance.

What LMI measures: A point-in-time score from 0 to 100 measuring how effectively a leader is currently delivering across team engagement, goal completion, and KPI performance.

Airport Operations has the highest concentration of leaders needing development support. Safety & Security and Digital & Technology have the strongest profiles at 50% High or Strong.

Finding 04 — Hidden Talent

111 people are being underestimated. These are the successors the organization thinks it does not have.

111

people are placed lower by their managers than the data supports. Understated talent is the largest single pipeline acceleration opportunity.

What calibration means: Every person has two placements — manager assessment and data-supported. Where they diverge, it reveals either overconfidence or hidden talent. 62 people are overstated (succession risk). 111 are understated (pipeline opportunity).

Commercial & Passenger Experience (21) and Airport Operations (20) have the largest hidden talent pools.

Recommended Actions — By Function

01 — Organizational Readiness

Are people ready? How ready? Which levels and functions are exposed?

224 people · 5 levels · capability vs. role requirement · readiness by function

What organizational readiness means: Readiness is the gap between what a role requires and what the person in — or approaching — that role demonstrates today. Ready Now = capable of stepping up today. Ready 1-2 Years = close, needs structured development. Ready 3-5 Years = significant investment needed. No Successor = no internal path, external hiring required.

Readiness Distribution — All 224 People

What this means: 56% of the organization is 1-2 years away. This is a pipeline with a known timeline — not a crisis. The priority is ensuring those 126 people are actively developing. The 17 Ready Now represent the immediate safety net. For 13 critical roles, that net covers only 1.

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

Capability vs. Role Requirement — By Level

How to read this: Capability is scored 0–100. Each level has a minimum threshold. VP requires 80+. Director 70+. Senior Manager 64+. Manager 60+. IC 56+. Bar to the right of the vertical line means the level meets its standard.

The capability inversion: Strength is in the middle and bottom. Senior Managers, Managers, and ICs meet requirements. VP and Director layers fall short — meaning the capability the organization needs at the top exists one and two levels below it.

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

Readiness by Function — Leaders Only

What this shows: For each function, the proportion of leaders at each readiness band. People & Culture has the most Ready Now leaders. Airport Operations and Infrastructure have the thinnest immediate coverage.

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

Level-by-Level Readiness and Capability Summary

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

02 — Leadership Capability Risk

Which competencies are weak? Where is calibration broken? Where is hidden talent?

Six competencies · 0–100 scale · gap to Advanced threshold · calibration signals by function

Capability scale (0–100): Scores are converted to a 0–100 scale for intuitive reading. Developing = 0–48. Proficient = 50–68. Advanced = 70–88. Expert = 90–100. For leaders driving transformation, Advanced (70+) is the standard. The gap shown is the distance between where the leadership layer sits today and where it needs to be.

Leadership Competency Profile — Organization Wide (98 Leaders)

The finding: Change Leadership at 70/100 is closest to Advanced — a small targeted investment closes that gap. Team Development (63/100) and Digital Acumen (64/100) need the most attention. These two competencies determine how fast the pipeline grows and how well the organization navigates technology-driven change.

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

Function Competency Profile

Why drill down: The org-wide average masks variation. Investment decisions need function-level precision — not organization-wide averages.

Select a function above

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

Manager Assessment vs. Data — Calibration by Function

What calibration reveals: Every person has two placements — manager assessment and data-supported. Overstated = manager rates higher than data (succession risk). Understated = manager rates lower than data (hidden talent opportunity).

111 people are understated. These are not missing from the pipeline — they are invisible to their managers. Activating them changes the Ready Now picture significantly.

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

03 — Succession & Leadership Continuity

Who replaces whom? How deep is the bench? Which roles have no successor?

196 nominations · 73 roles · pipeline chain by function · Buy or Borrow register

Gap Strategy definitions: Activate = Ready Now successor, transition possible today. Build = 1-2 year development needed. Build or Buy = 3-5 year horizon or external hire. Buy or Borrow = no internal successor, must go to market. Bench Depth = number of viable successors. Depth 0 = exposed. Depth 1 = fragile. Depth 2+ = adequate.

Gap Strategy Distribution — 196 Succession Nominations

What this means: 27 nominations are Activate — covered today. 101 are one investment cycle away. 68 require either a long development horizon or external hiring. The 3 Buy or Borrow roles are immediate action items — no internal path exists.

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

Function

How to read the pipeline: Each row is a leadership level. Green = Ready Now successor exists. Amber = successor needs development or bench is fragile. Red = no successor identified. The note below each role shows the next level in the progression path.

Airport Operations — Pipeline Chain

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

Bench Depth — All Functions × All Levels

How to read: Each cell = bench depth for that function and level. Red = no successor. Amber = fragile. Green = adequate. Dark green = strong.

0 No Successor 1 Fragile 2 Adequate 3+ Strong

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

Buy or Borrow Register — No Internal Path Identified

What ELV at Risk means: The projected organizational value at stake during the gap period — from departure to a fully capable replacement being in seat and performing.

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

04 — Workforce Value at Risk™

Where is value concentrated? Where is it exposed? Which leaders are compounding value — and which need support?

Powered by Employee Lifetime Value™ (ELV) and Leadership Momentum Index™ (LMI) — original frameworks by Jaini Desai

What LMI™ measures: The Leadership Momentum Index is a point-in-time score from 0 to 100 measuring how effectively a leader is currently delivering across team engagement, goal completion, and KPI performance. High Impact (80+) leaders receive a 1.25× ELV multiplier. Leaders in Needs Development (below 40) receive 0.85×. Building = under 12 months in role.

LMI Score Distribution by Function

High Impact (80–100) ELV 1.25× Strong Contributor (60–79) ELV 1.10× Developing (40–59) ELV 1.00× Needs Development (<40) ELV 0.85× Building (<12 months)

Safety & Security and Digital & Technology have the strongest LMI profiles. The highest concentration of leaders needing development support is in Airport Operations — the function responsible for core operations.

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

What ELV™ measures: Employee Lifetime Value quantifies a leader's projected organizational contribution relative to their employment cost. AdjustedELV applies the LMI multiplier — so High Impact leaders generate more value than their cost suggests, and leaders in Needs Development generate less. This is the financial story behind talent decisions.

ELV™ by Function — Total Value and Succession Gap Exposure

⚠ = ELV at risk from succession gaps (Build or Buy / Buy or Borrow)

$49M in total ELV at risk from succession gaps across Build or Buy and Buy or Borrow nominations. This is the projected organizational value at stake if critical roles become vacant without a prepared successor.

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

High Potential Leaders — Ready Now + High Impact or Strong Contributor

What High Potential means here: A leader identified as both Ready Now (capable of stepping into a more senior role today) and at High Impact or Strong Contributor LMI level (delivering strongly across all three signals). These are the organization's highest-confidence succession options.

7 confirmed High Potential leaders across 5 functions. These are the organization's most immediate internal succession capital — ready and delivering today.

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

Leaders Needing Development Support — Top 10 by AdjustedELV

Why this matters: Each leader in the Needs Development band (LMI below 40) applies a 0.85× multiplier to their StandardELV. Coaching these leaders back to Developing or above improves delivery and accelerates pipeline development for their teams.

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

05 — Talent Investment Strategy

What should we do next? Which functions need intervention, development, recruitment, or retention?

Five action types defined · function-by-function priority · insight into action

How recommendations are derived: Each action is the output of five signals intersecting — Bench Depth, LMI Score, Capability Average, Readiness Band, and ELV at Risk. No single signal triggers an action. The combination does. This is what separates a talent intelligence system from an annual succession list.

Action Type Definitions

External Recruit

No internal successor. Go to market with a bridge plan to protect continuity.

Coach & Intervene

LMI score below threshold. Structured coaching and support required.

Develop & Upskill

Capability gaps identified. Structured plan to close distance to role requirements.

Accelerate Pipeline

Bench exists but not Ready Now. Stretch assignments to compress the timeline.

Retain & Sustain

Pipeline is healthy. Protect the investment — retention is the priority.

Investment Summary — All Functions

Source: Jaini Desai Organizational Readiness Intelligence™ — Synthetic Data

06 — Proprietary Frameworks

The intellectual property powering Organizational Readiness Intelligence™.

Employee Lifetime Value™ · Leadership Momentum Index™ · original frameworks by Jaini Desai · published 2024

Workforce Economics Framework

Employee Lifetime Value™

ELV™ · Original Framework · Jaini Desai · Published August 2024

Employee Lifetime Value quantifies the projected organizational contribution of an individual relative to their total employment cost — bringing the same financial rigour to talent decisions that customer lifetime value brings to revenue decisions.

AdjustedELV incorporates the LMI multiplier for leaders — so a leader's delivery score directly amplifies or discounts their organizational value. ELV transforms succession from a qualitative narrative into a financial risk conversation that CFOs and boards understand.

Applications

✓ Succession Planning

✓ Workforce Planning

✓ Retention Strategy

✓ Talent Investment

✓ Leadership Risk

✓ Board Reporting

View on LinkedIn →

Full methodology available upon request.

Leadership Effectiveness Framework

Leadership Momentum Index™

LMI™ · Original Framework · Jaini Desai · Published 2024

The Leadership Momentum Index is a point-in-time score from 0 to 100 measuring how effectively a leader is currently delivering across team engagement, goal completion, and KPI performance.

The score drives the ELV multiplier — connecting leadership delivery directly to organizational value. High Impact leaders compound value. Leaders in Needs Development require intervention before that gap widens.

LMI Score Bands

High Impact 80–100 — ELV multiplier 1.25×

Strong Contributor 60–79 — ELV multiplier 1.10×

Developing 40–59 — ELV multiplier 1.00×

Needs Development below 40 — ELV multiplier 0.85×

Building — under 12 months in role, score not yet assessed

View on LinkedIn →

Full methodology available upon request.

These frameworks power

Organizational Readiness Intelligence™

A Leadership Continuity, Succession & Workforce Risk Intelligence Platform

Synthetic Data: All data in this demonstration is synthetic — generated for portfolio purposes only. The organizational context is used as an illustrative example. No real employee data has been used.

Built and designed by Jaini Desai · People Analytics & AI Enablement · Brampton, Ontario · jainidesai.com