Larry McAlisterTHE POWER TO TRANSFORMLet’s talk

CHRO Decision Tool

Pressure-test the AI decision in front of you.

The CHRO Decision Tool helps you connect a business outcome to the work, behavior, ownership, technology, and evidence required to deliver it.

Answer four questions. Review a provisional finding. Leave with an executive brief showing what appears established, what remains uncertain, and what the leadership team needs to decide next.

The tool is not open to visitors yet. Email Larry if you would like to try it. Larry will confirm individually when you can use it. A request does not grant access or reserve a place.

Ask Larry about trying it Discuss the decision with Larry

Both links open an email draft for you to review and send. There is no automatic access or meeting booking.

From Larry McAlister, author of The Power to Transform and a three-time head of HR.

Use a fictional or non-confidential scenario when trying the tool.

Confidential-data readiness and final retention, deletion, and provider policies are still being resolved. Email only a short, non-confidential outline. The guided route uses structured self-report; it does not independently verify your answers.

When to use it

Use it before the decision becomes expensive.

Bring one decision you are accountable for. Involve the CEO, CFO, CIO, or operating owner when their authority is needed.

How it works

One decision. Four questions.
A clearer next move.

The Golden Thread connects business direction to everyday work. Start with the intended outcome, then examine what people need to do differently and what supports that change.

  1. Answer four questions

    Describe the outcome, current reality, ownership, and evidence surrounding one real decision.

  2. Review the finding

    Challenge the provisional interpretation rather than accepting an automatic score. Correct what does not reflect your situation.

  3. Create the executive brief

    Turn the result into a concise, usable account of the finding, evidence, unknowns, next move, and executive ask.

  4. Apply the decision gate

    Decide whether to proceed, strengthen the evidence, clarify ownership, stop, connect, sequence, or seek help.

You remain responsible for the finding. Review and correct the result before relying on it or taking it into an executive conversation.

Claimed versus proven

Good intentions are not operating evidence.

The tool separates what an organization reports from what it can support with observable evidence. A strategy document may establish intent. It does not, by itself, establish changed behavior, accountable ownership, adoption, or business impact.

“Proven” means evidence-weighted self-assessment. The tool uses the evidence strength you select. It does not inspect or independently validate the underlying evidence.

Claimed score
What the organization reports about its current state.
Proven score
The claimed score adjusted for the strength of supporting evidence.
The difference
The evidence gap that should be examined before leaders rely on the result.

Usage is not adoption. Training is not activation. Look for what changes in everyday habits, workflows, and decisions.

See how scoring works

Scores cover assessed practices only. Unassessed practices stay unscored; the four-question first pass may not include scores.

  • Evidence weights are method choices, not probabilities of truth.
  • Usage is not adoption.
  • Training is not activation.
  • Buying a tool is not transformation.
  • A dashboard is not automatically an operating signal.
  • Potentially reclaimed time is capacity, not automatically realized savings.
  • Entered spend is reported spend, not independently verified.
  • Strong writing is not stronger evidence.

The executive brief

Leave with something you can use.

The reviewed brief brings the decision, the evidence, and the unresolved questions into one account for an executive conversation.

Missing evidence remains visibly missing. An unnamed owner stays unknown. Scores appear only where practices have been assessed; every field will not always be complete.

The downloadable executive brief is an output from the tool. It does not commit you to a paid engagement.

Your reviewed brief can contain

  • The intended business outcome
  • The current operating reality
  • The defensible working finding
  • Claimed and proven scores, where assessed
  • The reason behind each important metric
  • Evidence supporting the finding
  • Known unknowns and unresolved assumptions
  • Accountable ownership
  • The next move
  • The executive ask
  • The decision gate

The decision gate

Know what must be true before you proceed.

The gate is meant to improve the decision, not manufacture a passing score. It makes the conditions for proceeding, changing course, or stopping explicit.

Review the proposed decision, accountable owner, review date, evidence needed, and continue/change/stop conditions with the people who have authority to act.

An optional next conversation

When the tool exposes a decision the team cannot resolve alone.

When a finding crosses functions, depends on thin evidence, lacks accountable ownership, or requires difficult sequencing, Larry can help the leadership team pressure-test the assumptions and determine the next decision.

Risk Scan Diagnostic Redesign Advisory

A Risk Scan is an optional requested conversation. Requesting one does not book a meeting or create a paid engagement.

Each later phase requires a separately agreed scope, fee, timing, and terms. No current price has been approved.

Stopping, proceeding internally, or involving other specialists are valid outcomes. The pathway is not a compulsory package.

Discuss the decision with Larry Ask Larry about trying it

The tool is not open to visitors yet. Both links open an email draft for you to review and send. You can also write to larry@larrymcalister.com. Share only a short, non-confidential outline. A request does not grant access or reserve a place.