ExQ Survey

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ExQ Survey

Score How Exponential Your Organization Is.

To what extent do you use full time employees vs. on demand contractors? *

Only full time employees

Mostly full-time employees with some on-demand contractors in non-mission critical areas (e.g. IT, event production, etc.)

Some on-demand contractors to augment mission critical areas (e.g. operations, production, HR, etc.)

Mostly on-demand contractors in addition to a small full-time core team

Required

To what extent do you leverage external resources to perform business functions? *

Most business functions handled by internal employees

Mostly full-time employees with some on-demand contractors in non-mission critical areas (e.g. IT, event production, etc.)

Some mission critical functions are outsourced (e.g. Apple & Foxconn)

We emphasize agility - even mission critical functions are outsourced as variable costs rather than fixed costs

Required

To what extent do you own vs. rent the assets in your organization? *

All assets except peripheral equipment is owned (e.g. copiers)

Some key equipment/services accessed on demand (e.g. cloud computing)

On-demand assets in multiple business functions (e.g. Hackerspaces or shared offices vs. leasing or buying office space; Using Netjet vs. buying a jet)

On-demand assets even in mission critical areas (e.g. Apple & Foxconn)

Required

To what extent do you manage and interact with your Community (users, customers, partners, fans)? *

Very passive involvement with our community (i.e. we use some social media)

Leveraged for market research and other listening activities

Actively used for outreach, support and marketing

Community heavily influences our organization (e.g. product ideas, product development)

Required

How do you engage your Community? *

No engagement beyond standard customer service (e.g. traditional CRM)

Community is centralized and communication is “one to many” (e.g. TED.com, Apple)

Community is decentralized and communication is “many to many” but passive & single purpose (e.g. LinkedIn, Facebook)

Community is decentralized, communication is “many to many” and drives peer-to- peer value creation (e.g. DIY Drones, GitHub, Wikipedia)

Required

Do you actively convert the Crowd (general public) into Community members? *

Standard techniques like PR to increase awareness

Leveraging social media for marketing purposes

Gamification and incentive competitions

Our products and services are inherently designed to convert crowd into Community (e.g. shareable memes like the Lyft moustache or Hotmail signature)

Required

To what extent do you use Gamification or Incentive Competitions? *

Internal motivation only (e.g. Salesperson of the month)

Basic gamification externally (e.g. loyalty programs, frequent flyer programs)

Built into our products and services (e.g. Foursquare)

To drive ideation and product development (e.g. Quirky, Kaggle)

Required

To what extent are your products/services information based? *

Product/services are physical in nature (e.g. Starbucks, Levi's or most traditional retailers)

Products/services are physical, but their delivery and/or production is information- based (e.g. Amazon)

Products/services are physical, but services are information-based and revenue generating (e.g. iPhone/App store)

Entirely information-based (e.g. LinkedIn, Facebook, Spotify, Netflix)

Required

To what extent is Social functionality and collaboration a central element of your product/service offering? *

None of these aspects is designed into our products/services (e.g. buying a lawnmower)

These structures are bolted onto existing products/services (e.g products have a Facebook page or Twitter feed)

This functionality is used to enhance or deliver product/service offerings (e.g. 99Designs, Indiegogo, Taskrabbit)

These inputs actually build our products/services offering (e.g. Yelp, Waze, Foursquare)

Required

To what extent do you use algorithms and machine learning to make meaningful decisions? *

We don't do any meaningful analysis

We collect and analyze data mostly via reporting systems

We use machine Learning algorithms to analyze data and drive actionable decisions

Our products and services are built around algorithms and machine learning(e.g. PageRank)

Required

Do you share strategic data assets internally across the company or expose them externally to your community? *

We don't share data, even between departments

Data shared between departments (i.e. use internal dashboards, activity streams and wiki pages)

We expose some data to key suppliers (e.g. EDI interfaces or via APIs)

We expose some data to our external ecosystem via open APIs (e.g. Flickr, Google, Twitter, Ford)

Required

Do you have specialized processes for managing the output of externalities within your organization? [i.e by externalities, we mean Staff on Demand, Community/Crowd, Algorithms, Leased Assets and Engagement] *

We don't leverage externalities or we have no special processes to capture or manage externalities

Dedicated staff to manage externalities (e.g. X Prize creates one-off prizes, TEDx applications handled manually)

Automated processing of one externality (e.g. Elance or DonorsChoose)

Automated processing of several externalities (Indiegogo, Github, Uber, Kaggle, Wikipedia)

Required

How replicable and scalable are key processes outside your core organization? *

Traditional, mostly manual processes (usually confined by SOP - Standard Operating Procedure)

Some processes are scalable and repeatable, but only inside the organization

Some processes operate outside the organization (e.g. TEDx events, XPRIZE or franchise structures)

Most core processes are self-provisioning and executed outside the organization via a scalable platform (e.g. AirBnB or Adsense)

Required

Which metrics do you track about your organization and your product innovation portfolio ? (e.g. Lean Startup Analytics?) *

Only traditional KPIs monthly/quarterly/annually (e.g. sales, costs, profits)

Some real-time, traditional metrics from transactional systems (e.g. ERP)

All real-time, traditional metrics and use some Lean Startup metrics

All real-time traditional metrics and Lean Startup (value and learning) like repeat usage, monetization, referral and NPS

Required

Do you use some variant of Objectives and Key Results (OKRs) to track individual/team performance? *

No, we use traditional quarterly/annual performance reviews or 360 reviews or stack ranking

In innovation areas or at the edges of the organization

Yes, across our organization (e.g. LinkedIn)

Yes, across our organization with full transparency (e.g. Google - everyone can view each others' performance)

Required

Does your organization constantly optimize processes through experimentation, A/B testing and short feedback loops? (e.g. Lean Startup methodology) *

No, we use traditional business process management (BPM)

We use the Lean approach (or similar) for customer facing areas like marketing

We use the Lean approach for product innovation and product development

We use the Lean approach for all core functions (innovation, marketing, sales, service, HR, even legal!)

Required

To what extent do you tolerate failure and encourage risk-taking? *

Failure is not an option (NASA) and is a Career Limiting Move (CLM)

Failure and Risk are encouraged, but in name only and not tracked or quantified

Failure and risk-taking are allowed and measured, but sandboxed in Skunkworks or very defined boundaries (e.g. Lockheed skunkworks)

Failure and risk-taking are expected, pervasive, measured and even celebrated across the organization (e.g. Amazon, Google, P&G Heroic Failure Award)

Required

Does your organization operate with large, hierarchical structures or small, multi- disciplinary, self-organizing teams? *

Traditional corporate hierarchy with large, specialized groups operating in silos

Some small, multi-disciplinary teams operating at the edges, away from the core

Some small, multi-disciplinary teams accepted and embraced within the core organization

Small, multi-disciplinary, networked, self-organizing teams are the primary operating structure across the organization (e.g. Valve)

Required

To what extent is authority/decision making decentralized? *

Our organization uses traditional, top-down command & control

Decentralized decision-making happens in R&D, innovation and product development

Decentralized decision-making happens in all customer-facing areas like marketing, sales, etc (e.g. Zappos)

All key decisions are decentralized (except purpose, culture and vision, e.g. Valve)

Required

Do you use advanced social tools for knowledge-sharing, communication, coordination and/or collaboration (e.g. Google Drive, Asana, RedBooth, Dropbox, Yammer, Chatter, Evernote)? *

No, email is our primary communication vehicle

Some teams use social tools, but not across the organization

Most business units use social tools (and some external vendors/partners, though often unauthorized)

Use is mandated across the organization as policy

Required

What is the nature and focus of your organizational purpose or mission? * Delivering the best products and services *

Delivering the best products and services

Core values as an organization, extending beyond delivering products and services

Broader than serving end customers; it aims to bring positive change to our entire ecosystem of vendors, partners, suppliers and employees

We have a transformational purpose that goes beyond a Mission Statement. We aspire to deliver significance to the whole world

Required

To what extent do you implement design thinking? *

We are product or technology centric, not design centric, anywhere in the organization

We use design thinking in product feature development

Human-centric design thinking drives all aspects of our product development

We use design thinking not just for product but across the entire organization and for the organization itself

Required

Are you trying to become a platform or to what extent are you a platform? *

We have siloed product lines and don't have any platform to speak of

Our products/services form a natural platform, but it's internally focused (e.g. brand management at P&G)

We are a platform but only one side is self-provisioned (e.g. supply chain systems)

Our core focus is to be a platform where suppliers and consumers can self-provision on both sides of the market

Required

How strong is your immune system? *

We're a regulated industry or we are a very old organization that has remained largely static focused on efficiency and predictability

If we innovate in our industry and in our product space, we're fine, but going outside that has woken up corporate antibodies

We have re-engineered the organization to allow disruptive thinking inside the organization, but integration back in is slow

Our organization has disruptive innovation as the core thesis and we essentially have no immune system

Required

Where in your organization is innovation handled? *

We have an innovation dept, separate from other areas and focused on product innovation

We have an incubator that handles innovation

We partner with one innovation incubator externally and pass key problems to them

We have multiple incubators across various departments looking into adjacent areas

Required

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