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Why we publish

A team read stands on evidence, not opinion. So we research the questions our clients are living with, build the frameworks with the institutions that study them, and publish what we can share. Below is where 100Facets holds a view, and where that view came from.

The 8-A of AI Readiness

A readiness framework in two parts. The first, Strategic Clarity, asks whether you know where AI creates advantage: Aim, Approach, Alignment, Alliances. The second, Execution Capability, asks whether you can deliver it: Architecture, Assets, Abilities, Attitude. Each of the eight dimensions is scored on a four-level scale, from Ad Hoc to Leading. Editions tailored to specific functions exist too. We share the whitepaper under engagement, not as a public download. Published by 100Facets and the University of St. Gallen Executive School.

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The State of AI in Organizational Development

We asked 155 senior leaders across the C-suite, human resources and learning how ready they are for AI. Only 11 percent call themselves highly ready. Only 4 percent have AI strategically integrated. The sharpest finding is the gap inside the room: the C-suite is almost five times more sure the organisation is ready than the people who would have to make it real. Published by 100Facets and the University of St. Gallen Executive School.

The State of AI in Executive Coaching

148 coaches told us where AI sits in their practice. Today it lives almost entirely in the prep before a session, the content and the logistics. The work with the client stays largely untouched. Only 5 percent have woven AI through their whole practice. The main barrier is not the technology: 47 percent say they cannot yet see how AI turns into real coaching value. Published by 100Facets.

Two AI Realities

Our feature for The HR Director. The C-suite and human resources read AI readiness differently, and the split shows up in stalled programmes. We trace why the two sides diverge, and how to bring them back to one view. By Mo Razaghi and Carly Jenner, 24 February 2025.

Read on The HR Director

Begeisterung für KI ist vorhanden, doch fehlt oft der vollumfängliche Einsatz

A German-language feature on AI readiness in human resources: why appetite for AI runs ahead of real use, and what Swiss companies of different sizes should do next. By Mo Razaghi and Kiyan Nouchirvani.

Print only. HR Today, edition 3, 2025.

From the work

Team reads we ran for leaders and their teams. Each one matched the question with the right balance of AI and human judgement. No client names, by choice: the same confidentiality that protects these teams will protect yours. References on request.

01Leadership team
A leadership team
"We are good at change. We are not good at the cost of change."

A leadership team proud of its flexibility saw, in one line of the diagnostic, that it was holding performance at a cost no one had named.

Read the case
02Leadership group
A leadership group
"Fifty voices, before the apéro. Findings, next morning."

A leadership group of fifty stress-tested three growth scenarios in one evening; the synthesis was on screen the next morning.

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03The team in the room
The team in the room
"By lunchtime, the executive committee was looking at its own thinking on the screen."

Live interviews through a morning workshop turned the team's own thinking into the afternoon's agenda.

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04AI readiness
AI readiness
"The most useful findings came from a slice no one had asked for."

An 8-A read across the whole organisation. The sharpest findings came from cutting 107 responses by tenure and seniority. It now serves as the deeper reference for the team's Making AI land question.

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05Leadership values
A leadership group
"Two values were taking root. On the other two, the leaders agreed they were not."

Twenty-six senior leaders rated four leadership principles two ways: how much each one mattered, and how much it was lived. The values execution leaned on most were the ones lived least.

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06Top team and culture
An executive committee
"A top-team diagnostic, evidenced from two independent sources."

Ten interviews and an existing culture profile, read together. How the top team led and how the organisation behaved pointed the same way, in the leaders' own words.

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The shape of the practice

Since 2020, more than 50 organisations and more than 4,100 leaders, from rising talent to the board.

  • Industry and engineering35%
  • Consumer, luxury and health30%
  • Financial and professional services25%
  • Public sector, NGOs and academia10%
  • Switzerland35%
  • Rest of Europe25%
  • Asia10%
  • Middle East10%
  • Americas10%
  • Africa10%

We do not publish client names. We work in confidence, and that is why clients give us a straight read in return. What is said between us stays there. References on request.

More about how we work