Q1: How would you describe the decision-making process in your organization?

Highly centralized, top-down. Somewhat centralized, but with some delegated authority. Decentralized, with empowered teams making most decisions. Highly decentralized, with autonomous, self-organizing teams.

Q2: How does your organization view and handle failure?

Failures are often punished, leading to risk aversion. Failures are seen as mistakes, but sometimes analyzed to prevent recurrence. Failures are viewed as learning opportunities, fostering experimentation. Failure is embraced as a necessary part of innovation and rapid learning.

Q3: How are projects or initiatives typically delivered?

Large, sequential phases with a single big-bang release. Some phased delivery, but releases are still infrequent. Iterative sprints or cycles, delivering incremental value frequently. Continuous delivery of small, valuable increments to users.

Q4: How often do you incorporate feedback from stakeholders/users into your work?

Infrequently, mostly at major milestones. Periodically, after internal reviews. Regularly, at the end of each iteration/sprint. Continuously, with ongoing engagement and rapid adjustments.

Q5: To what extent are your development and deployment processes automated?

Mostly manual processes, prone to errors. Some automation, but significant manual effort remains. Good level of automation (CI/CD) for most standard tasks. Highly automated, self-service infrastructure and deployment.

Q6: How effectively do you use data to inform decisions?

Decisions are primarily gut-feel or based on limited anecdotal evidence. Some data is collected, but not consistently used for decision-making. Data analytics is routinely used to inform strategic and operational decisions. Data is central to continuous experimentation, learning, and optimization.

Q7: How well do you understand your customers' evolving needs?

Limited direct interaction, relying on assumptions or dated market research. Occasional customer surveys or feedback sessions. Regular engagement with customers, using feedback to prioritize features. Deep empathy for customers, continuous discovery, and co-creation of solutions.

Q8: How quickly can you release new value or features to your customers?

Releases are slow, often taking many months or years. Releases are periodic (e.g., quarterly, semi-annually). Releases are frequent (e.g., monthly, bi-weekly). Releases are on-demand or continuous (multiple times a day/week).