Board self-assessment
Is your board a true catalyst?
In the contemporary global condition of rapid change and disruption, a competent board can provide steady leadership. This will play an increasingly determining role in the success of any organisation. Boards, especially, have the unique ability to boost the value creation process.
About Valpeo Board self-assessment
Is a person able to understand and shape the complexity of a role in all its dimensions?
Valpeo Board self-assessment examines whether Boards are able to play their catalyst role of excellence as a forward-looking entity that shapes the agenda of future contexts, and outperform its peers in sustainable value creation. It shows off your Board, helping you to measure its dynamics and the way it deals with both present risks and future challenges. The self-assessment makes the current role of the Board apparent and demonstrates whether the dynamics between Board Members are optimal in order to avoid becoming an "incompetent group of competent people". Our distinctive and comprehensive methodology is all-inclusive to assess the boards decision-making process and dynamics.
Key features
Holistic approach
Can also be applied to Executive Committees (EXCO)
Completely customisable according to your specific needs
Receive an automated report immediately after self-assessment completion
Effective functioning opinions
Obtain a comprehensive and in-depth report, supplemented with a graphical overview
Business & risk awareness assessments
Average completion time
Some relevant governance compliance checks
Surveys and reports are available in English, Spanish, German, French, and Dutch
Create beautiful reports
Combine inspiring methodology with state of the art technology and expertise
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Science behind the product
Method by Elliott Jacques
Our method is based on research by Eliot Jacques, he noticed that workers at different levels of the company had different time horizons. He was a pioneer in defining the interaction and the fit between the complexity of a function, role or organisation and the mental processing capability of an individual. Jaques' breakthrough was the discovery that a person's capability to perform complex tasks is a lifelong evolution. He defines this as 'mental processing capability', or the ability of people to handle complexity in decision-making. Managing complexity can be understood as the attempt to find patterns in order to make complexity easier to handle.
This is an indication of the extent to which a person is cognitively able to solve problems or add value at a certain level of complexity.

We combine Jacques's research with The Theory of Basic Human Values, developed by Shalom H. Schwartz, is an important theory in the field of intercultural research. It measures the universal values that are recognised throughout all major cultures, and therefore in every organisation. Ideally, there are certain similarities between the personal values of the Board members and those of the organisation itself. Schwartz's theory identifies nineteen such motivationally distinct values and describes the dynamic relations amongst them. It also demonstrates how these values are interconnected, since the pursuit of any of these values results in either the amplification of or friction with at least one other value. These nineteen values are visualised in a circular structure and can oppose one another lightly or more strongly, which has generated their arrangement along two bipolar dimensions. We distinguish four important quadrants:
Above-mentioned theoretical frameworks are complemented with our behaviour at work (/within the Board?) assessment which combines six different scientific behavioural models:
The above-mentioned 29 dimensions, are clustered into four meta-competencies as visualised below:
Accreditation process
Follow the webinar about our methodology of valuing people in terms of mental processing capability (Levels of Work - Jaques)
Executive Summary
Estimate the current capability level and final potential level of 3 given individuals. Write an executive summary about these individuals.
Assess 3 individuals with a different capability level (professional, manager, C-level) together with one of our experts
Get personal feedback on your analysis
Our Valpeo solutions help you to support the various aspects of value creation. In order to create value there must be:

  • A clear awareness of the levels at which value has to be created and the complexity that has to be managed
  • A strategy that provides a way to achieve this
  • Employees that are capable of adding value at their level
  • An organisational design that makes this possible
  • An adapted remuneration policy
  • A performance management system that is value-driven
  • A culture that support the value creation process
  • A board that manages the principles and ethics of that value creation process