An InControlRating is the integrated steering indicator within the ICR Organizational Operating System. It expresses the organization’s assessed level of organizational quality and the corresponding likelihood of sustainable growth and success.
The rating indicates the extent to which the organization has organized itself to realize the long-term Ambition of its Ultimate Stakeholders in a coherent, controlled and predictable way.
It provides an overall picture of the organization, while the underlying assessments make strengths, uncertainties, differences in perception, dependencies and areas requiring attention visible.
How is the InControlRating determined?
The InControlRating is derived from assessments made through the ICR Growth Compass.
The Growth Compass supports the assessment of the thirty-three interconnected ICR Objectives across five Growth Circles and eighteen responsibility areas.
At assessment level, users record a score and indicate the likelihood that the assessment reflects the organization’s actual situation. This helps distinguish between an assessment supported by confidence and one involving greater uncertainty.
The InControlRating brings the underlying assessments together into an integrated steering indicator. The overall rating creates overview; the underlying detail provides the meaning and direction needed to determine priorities and take focused action.
What does the InControlRating show?
The InControlRating helps organizations understand:
The purpose is not to pursue a number for its own sake. The rating supports better questions, more explicit choices and focused organizational development.
How is the InControlRating interpreted?
The InControlRating is presented on five levels:
ICR1 — Exceptional organizational quality: the likelihood of sustainable growth and success is very high.
ICR2 — Strong organizational quality: the likelihood of sustainable growth and success is high.
ICR3 — Adequate organizational quality: the likelihood of sustainable growth and success is low.
ICR4 — Weak organizational quality: the likelihood of sustainable growth and success is very low.
ICR5 — Critical organizational quality: the likelihood of sustainable growth and success is extremely low.
Organizations aim for ICR1: the highest level of organizational quality and the highest likelihood of sustainable growth and success.
The ICR Growth Compass dashboard shows the organization’s current position, where growth potential remains, the distance from ICR1 and how the organization compares with the relevant benchmark.
What does likelihood mean within the InControlRating?
Two forms of likelihood must be distinguished. At assessment level, likelihood indicates the degree of confidence that an individual score reflects the organization’s actual situation. At rating level, likelihood refers to the assessed likelihood of sustainable growth and success associated with the resulting InControlRating.
Neither represents a guarantee of future results or a statistical prediction of the future. Together, the assessments provide structured, forward-looking insight into the factors that influence results and the degree of confidence supporting that insight.
This helps the organization identify deviations earlier, learn continuously and respond more deliberately.
How is the InControlRating used?
A baseline assessment establishes the organization’s starting point. Repeated assessments make changes and progress visible over time. The InControlRating provides leaders and teams with a shared reference point for discussing the organization’s current situation, determining priorities, monitoring development and evaluating whether actions are having the intended effect.
Relevant benchmarks provide additional context by showing how the organization compares with other organizations or reference groups. The benchmark does not determine what the organization must do. It supports interpretation and informed decision-making.
The InControlRating should always be considered together with the underlying assessments and their likelihood indications. It is not an audit opinion, certification or guarantee of future performance. Its value depends on the quality, completeness and honesty of the underlying input and the conversations and actions it enables.
ICR · ICR Growth Compass · Ultimate Stakeholders’ Ambition · Growth Circles · Objective · Baseline Measurement · Benchmark
Understanding individual business concepts is valuable. Connecting them and putting them into practice is what makes the difference. It all begins with clarity.
The ICR Organizational Operating System, brought to life through the ICR Growth & Success SaaS Platform, connects the Ultimate Stakeholders’ Ambition, business model, strategy, organizational design and daily execution into one coherent organizational system. It helps leaders and teams make direction, responsibilities and decision-making explicit, reduce dependence on specific individuals, and make progress, risks and opportunities for improvement visible.
Clarity. Confidence. Peace of Mind.
But why was ICR developed in the first place?
Explore practical resources, exchange insights and deepen your understanding of how the ICR Organizational Operating System can support the development of your organization.