Scope
Pharma Co X, all employees, n=247.
Department, team, and cohort cuts available on request.
The capability map
How this workforce is shaped, in nine facets
Nine facets of learning agility, organised across three domains (how people think, connect, and know themselves) and three dimensions (whether they have the ability, whether they want to, whether they actually do). Each tile shows the workforce average, the band it sits in, and how it compares to the international benchmark. Click any tile to read what it means for development.
Pharma Co X capability map
Ability, Can I?
Motivation, Do I want to?
Application, Do I actually?
SelfIdentity
Self-Awareness
7.0
Supportive
click for read
Intellectual Curiosity
7.4
Enhancing
click for read
Resilience & Composure
5.6
Neutral
click for read
People
Social Astuteness
6.1
Neutral
click for read
Open-Mindedness
6.5
Supportive
click for read
People Agility
6.4
Supportive
click for read
CognitiveThinking
Mental Agility
6.8
Supportive
click for read
Change Agility
7.2
Supportive
click for read
Results Agility
5.2
Constraining
click for read
Self average
6.7
Social average
6.3
Cognitive average
6.4
Strong appetite to learn, weak follow-through. The workforce wants and can; it does not always do.
What is strong
Intellectual Curiosity (7.4) and Change Agility (7.2). The workforce is wired to learn and ready for change.
What is the gap
Results Agility sits at 5.2 (Neutral). The application row is consistently the weakest, the structural development priority.
Headline metrics
Three numbers that frame the conversation
The metrics that summarise where this workforce sits. Each card tells you what the number means and whether it should worry you. Click any card for a longer explanation.
Change agents identified
38
of 247, 15%
Healthy density. People with the cognitive bench, learning appetite, and people-flex to lead and absorb change.
Want Do gap prevalence
31%
77 of 247
Elevated. The workforce-wide pattern of motivation outpacing application. Treatable through systems and habits.
Overall AQ
6.4
workforce composite
Above average. There is real capability here, the development opportunity is to turn it into edge.
The seven agility types
Every person fits one of seven shapes
When you put the nine facets together, every profile falls into one of seven recognisable patterns. The type tells you what kind of agility someone leads with, which means the development conversation can start from "who they are" rather than from a list of scores.
Why this matters
Two reasons. First, you can see at a glance whether your workforce is balanced across types or skewed toward one shape. Skew creates predictable failure modes under change pressure. Second, when you read a person's type alongside their facet grid, the development conversation gets specific fast: a Strategist with a Results Agility gap needs different scaffolding than a Connector with the same gap.
Strategist
6928%
Cognitive-led, with strong analytical capacity and learning motivation. Sees patterns quickly, less anchored in self. Best on complex strategic work; needs structure to deliver consistently.
Connector
4719%
Social-led, leads through people first. Strong at translating ideas into shared movement. Pairs naturally with Strategists; carries the room.
Analyst
3514%
Cognitive-led with strong self-domain. Thinks deeply and knows themselves well, less attuned to others. Best in technical or specialist roles; develop interpersonal flex to scale.
Diplomat
3012%
Social-led, self-aware, less analytically driven. Navigates relationships with awareness. Strong on stakeholder work; build cognitive stretch for senior moves.
Reflector
2510%
Self-led, thinks well, people work is secondary. Inward-first orientation. Best as deep specialist or coach; develop application of self-knowledge consistently.
Anchor
229%
Stable self, warm with others, less cognitively restless. Steadying presence under change. Essential for team continuity; develop appetite for stretch.
Generalist
198%
No domain dominates. Adaptive coverage across the grid. Value is in stepping into different roles as conditions change; develop one facet deeper for senior moves.
Concentration risk
Where the workforce is shaped the same way
In a portfolio, concentration creates correlated risk. The same is true here. When one type dominates, the workforce tends to respond to pressure in similar ways, which is a problem when the pressure is constant change.
A cognitive concentration risk. The workforce thinks alike, which is a problem when the pressure is constant change.
The concentration
Strategists and Analysts together are 42%. Both cognitive-led types. The workforce shares a single dominant response to pressure.
The risk
Under prolonged change pressure, cognitive-concentrated workforces tend to over-strategise and under-execute. The shape predicts the failure mode.
The development move
Invest in the application muscle, not more thinking capacity. Pair cognitive-led people with delivery-strong colleagues on cross-functional work.
The hiring move
When adding to the workforce, look for Connector and Implementer shapes to balance the concentration, not more Strategists.
Direction
What this workforce needs to develop
Three actions, derived from the diagnostic above. Two are organisational habits to release. One is a development decision about the 38 people who carry change capacity.
Let go
organisational habits to release
-
Treating strategy as a deliverable. The Want Do gap shows up in 31% of the workforce. That is not 77 people who are individually under-performing, that is an organisation that rewards thinking the strategy more than running it. Development priority is to build follow-through systems, not more strategy frameworks.What supports this. Across the 77 people with the Want Do gap, Self-disciplined sits at 5.1 and Conscientious at 5.4 on average, both below the workforce median. Results Agility is the weakest cell company-wide.
-
Composure as the leadership default. One in five people is a Composed Reactor, calm-looking, inwardly anxious. When this pattern is this prevalent it stops being personality and becomes a culture trait. Development priority is visible expression of concern as a leadership behaviour, not a weakness.What supports this. The 52 Composed Reactors share a pattern: high Resilience (avg 7.1) paired with low Assertive (avg 4.3) and low Socially Bold (avg 4.6).
Take on
capabilities to develop at scale
-
Follow-through under sustained pressure. The motivation row reads Supportive across all three domains, the application row drops to Neutral and Constraining. That gap is the development priority, habits and systems, not mindset interventions.What supports this. Grit composite 5.6 (moderate). Driver is Drive at 6.4 outpacing Self-disciplined at 5.4, so the gap is about translation into routine, not about wanting to.
Develop your change agents
the 38 people who carry change capacity
Healthy density, large enough to develop change capacity at scale, scarce enough to invest in deliberately. Invest in their development first. They are the ones who tend to absorb new ways of working and shape the workforce around them. Develop them through change remits, not on top of routine load. Pair them with comfort-zone teams as multipliers.
What defines this cohort. Mental Agility avg 7.6, Intellectual Curiosity avg 7.9, People Agility avg 6.8. Combined: wants to learn, can think, brings others along. Rare combination.
Personality and styles
How people lead, follow, contribute and influence
The same workforce viewed through four behavioural lenses derived from the PVQ. Distributions at workforce level, individual profiles in the Pen Profiles tab. These are predispositions, not fixed identities.
Leadership styles, primary
How people tend to lead when they hold authority. Five styles from the working style library, hover any name for the definition.
DelegativeiSets direction then trusts people to find their own way. Creates space for ownership and growth.28%
ParticipativeiNaturally involves others in decisions. Values diverse input and believes the best decisions emerge from collective thinking.23%
ConsultativeiGathers input and perspectives before deciding, but retains the final call. Wants to hear what others think.20%
DirectiveiSets clear direction and holds people to it. Decisive and action-oriented; comfortable when things are moving forward.15%
NegotiativeiLeads through bargaining, compromise, and finding mutually acceptable solutions across complex organisations.14%
Influencing styles, primary
How people tend to bring others around to their position. Ten styles in the library, top six shown.
Confident CommunicatoriInfluences through strength of argument and confidence of delivery. Builds the case with data and logic. Works well with analytical audiences in high-stakes decisions.24%
Rapport CreatoriBuilds influence through personal connection and trust rather than position. Invests in relationships before they are needed; people support the ideas because they support the person.21%
EnthusiastiGenuine energy, optimism, and passion for ideas. Makes people want to be part of what is being built. Enthusiasm as influence without authority.17%
Business WinneriInfluences by demonstrating tangible results and commercial value. Credibility comes from a track record of delivering outcomes that matter.15%
Technical AdvisoriBuilds influence through expertise and depth of knowledge. Others seek their opinion because they trust the technical judgement and rigour.12%
PersevereriWins arguments through persistence and consistency rather than charisma. Keeps showing up, keeps making the case. Plays the long game.11%
Team roles, primary
The role each person tends to take in a team setting. Eight team roles in the library.
InnovatoriGenerates original ideas, sees possibilities others miss, approaches problems from unexpected angles. The team's source of creative energy.22%
Shaper-DriveriPushes things forward with energy, urgency, and bias toward action. Cuts through indecision; teams value the momentum.19%
ImplementeriTurns ideas and plans into organised, practical action. Brings discipline, reliability, and focus on execution that ensures things actually get done.16%
CoordinatoriClarifies goals, allocates work, ensures different members' contributions come together coherently. The connective tissue of the team.13%
Team BuilderiAttends to the relational health of the group. Senses when morale is flagging, mediates tensions, creates psychological safety.11%
Evaluator-CriticiProvides analytical rigour and quality control. Sees the flaws in plans others miss; prevents rushing into poorly considered decisions.9%
Inspector-CompleteriEnsures nothing falls through the cracks and the finished product meets the highest standards. Catches errors others miss.6%
Resource-InvestigatoriLooks outward, builds connections beyond the immediate team, brings back ideas, contacts, and opportunities the team would never find on its own.4%
Subordinate styles, primary
How people tend to work with the person they report to.
CollaborativeiWorks best when leadership feels like partnership rather than hierarchy. Wants to co-create goals, share ideas openly, feel that their manager is invested.27%
Self-ReliantiWorks best when managers give a clear objective and then step back. Values autonomy; micromanagement frustrates them.23%
InformativeiValues being kept in the loop and having access to the broader picture. Performs best understanding both what they are doing and why.18%
ReciprocatingiInvests effort in proportion to support and recognition received. Not transactional; reflects genuine belief in mutual exchange.15%
ReceptiveiComfortable deferring to authority and responds well to clear direction, defined expectations, and structured guidance.11%
(Other patterns)6%
An organisation shaped to argue well and decide together, not to push hard or compete.
Leadership
Delegative and Participative dominate. The workforce leads through trust and collective decision-making, not through direction or pace-setting.
Influence
Confident Communicator and Rapport Creator dominate. Argument and relationship, not coercion or politics, are how things move.
Team roles
Innovator and Shaper-Driver lead. The workforce brings ideas and energy. Light on Resource-Investigators, which is the outward-looking gap.
Subordinate
Collaborative and Self-Reliant. People want partnership or autonomy. Few want close direction, which is a hard read for any traditionally hierarchical leader.
Values and culture
What this workforce cares about, and what fits
The values cluster shows what motivates the workforce at a deep level. The culture alignment shows how well their natural preferences match the working environment.
Top values across the workforce
The values that rank highest among the 247 employees, aggregated from individual top-three selections. Hover any value for the definition.
AchievementiDrive to accomplish, succeed, and excel. Motivated by goals, performance, and visible outcomes.42%
Learning OrientationiPursuit of growth, mastery, and continuous improvement. Motivated by the development itself, not only the outcome.38%
IntellectanceiEngagement with ideas, theory, and intellectual challenge. Energised by complex problems for their own sake.33%
AffiliationiValue placed on close relationships, belonging, and warm interpersonal bonds. Motivated by being part of a group.26%
InfluenceiDrive to shape outcomes, persuade others, and have impact through position or argument.24%
RecognitioniValue placed on being seen, acknowledged, and rewarded visibly for contribution. Motivated by external validation.20%
SecurityiValue placed on stability, predictability, and protection from risk. Motivated by certainty and reliable structures.16%
TraditioniValue placed on continuity, established ways of doing things, and respect for what has worked before.8%
Culture alignment, workforce-derived
What the working environment looks like based on the average preferences of all 247 employees. Hover any dimension for what it captures.
PressureiHow much demand and intensity the work carries day to day. High-pressure environments require people who tolerate or thrive on it.7.0
Pace of changeiHow frequently priorities, structures, or working patterns shift. High-change cultures need people comfortable with ambiguity.8.0
High standardsiHow exacting the quality bar is. High-standards cultures reward precision; people uncomfortable with critical feedback tend to struggle.9.0
CompetitiveiHow much internal comparison, ranking, or rivalry shapes how work is done. Suits people motivated by visible performance against peers.7.0
DiplomaticiHow much the environment requires tact, restraint, and careful relationship management. Rewards people who read political dynamics well.6.0
Long hoursiHow much time investment beyond standard hours the work expects or rewards. Suits people whose energy aligns with sustained intensity.6.0
Close teamworkiHow much collaborative, interdependent working the environment requires. Suits people who draw energy from collective effort, not solo work.7.0
Financial focusiHow much the environment is shaped by commercial outcomes, revenue logic, and financial metrics.6.0
A high-pace, achievement-driven workforce that is here for the challenge, not the social bonds.
What people want
Achievement, Learning Orientation, and Intellectance dominate. People are here to perform, grow, and engage intellectually.
What the environment delivers
High pace of change (8.0), high standards (9.0), moderate competitive intensity. The environment matches what the strongest values demand.
Alignment strength
The top three values map cleanly onto what the environment offers. Recruitment retention pressure tends to be low when alignment is this clear.
Watch-out
Affiliation ranks moderately. People are not primarily here for the relationships. If the work content gets diluted, the social bond will not hold them.
Capability depth
The subscales behind the headline numbers
The headline metrics on the Overview tab are composites. Each composite is built from subscales, and the subscales tell you where the development levers actually sit. EI and Grit are the two composites your engine measures with sub-detail.
Emotional intelligence subscales, workforce averages
Five facets across two domains: personal (yourself) and interpersonal (with others). Hover any name for the definition.
Self-awarenessiRecognising your own emotions, strengths, limits, drives, and how they affect others. The foundation of EI.6.4
Self-managementiRegulating your emotions, impulses, and reactions. Staying composed under pressure, adapting to setbacks, holding to commitments.5.6
Personal domainiComposite of Self-awareness and Self-management. How well you know yourself and how well you govern yourself.6.0
Social awarenessiSensing what others feel and need. Reading group dynamics, organisational politics, and unspoken cues. Empathy in action.5.8
Relationship managementiUsing emotional understanding to influence, develop others, manage conflict, and build effective relationships.6.2
Interpersonal domainiComposite of Social awareness and Relationship management. How well you read others and how well you work with them.6.0
Grit subscales, workforce averages
Three subscales that combine into the overall Grit score. Sustained performance through difficulty.
Drive and energyiThe intensity and sustained effort someone brings to their goals. Energy in pursuit; appetite for the work itself.6.4
ResilienceiBouncing back from setbacks and adapting to difficulty. The capacity to recover rather than be broken by stress or failure.5.6
Long-term orientationiCapacity to maintain commitment to goals across months and years. The perseverance dimension of Grit.5.4
Overall GritiComposite of Drive, Resilience, and Long-term orientation. Duckworth's construct: passion plus perseverance for long-term goals.5.6
Cognitive ability, workforce averages
General learning ability, the cognitive scaffolding under everything else. Reported as stanines (1 to 9), shown here on a 0 to 10 scale for visual consistency.
Verbal reasoningiCapacity to reason with verbal information, understand meaning from text, and follow logical arguments expressed in words.6.8
Numerical reasoningiCapacity to reason with numbers, percentages, and quantitative relationships. Important for any role with financial or data interpretation.7.0
Abstract reasoningiDirect measure of fluid intelligence. Capacity to identify patterns, work with novel material, and reason without prior knowledge.6.6
GMA compositeiGeneral Mental Ability. Composite of Verbal, Numerical, and Abstract reasoning. The best single predictor of job performance across roles in the literature.6.8
What the depth tells you
A workforce with real cognitive horsepower (GMA 6.8) and real self-knowledge (EI Self-awareness 6.4) that does not consistently manage itself under pressure.
Three patterns that compound:
- Cognitive bench is real. 6.8 GMA, balanced across verbal, numerical, and abstract. The thinking engine works.
- EI is asymmetric. Self-awareness (6.4) outpaces Self-management (5.6). People know themselves better than they govern themselves.
- Grit is uneven. Drive is strong (6.4) but Long-term orientation lags (5.4). The workforce can sprint, not march.
All three patterns point at the same Results Agility gap seen on the Overview. Capability and intent are present; sustained translation into delivery is the work.
Pen profiles
A profile per person, talent-conference ready
Each individual rendered as a one-page psychometric pen profile. The document HR walks into a talent review with. Click any name to open. All profiles are derived from psychometric data only and need richer context for development decisions.
Name
Type
Overall AQ
EI
Flags
LB
Lucy Bergmann
Sr Director, Medical Affairs
Strategist
6.7
6.0
Want DoChange agent
Open →
MK
Marcus Klein
Director, Commercial
Strategist
6.8
5.2
Cog Soc
Open →
SD
Sara Dvořák
Director, Customer Engagement
Connector
6.9
7.4
Change agent
Open →
HM
Hans Mueller
Director, R&D Strategy
Analyst
6.4
5.0
Cog Soc
Open →
MG
Mia Garcia
Director, Operations
Generalist
5.9
6.2
Open →
EN
Erik Nguyen
Sr Manager, Quality
Reflector
6.1
6.6
Open →
Showing 6 of 247. Filter, sort, and search controls would live above the list in production.