Welcome to the
Innovative Cultures Scan

This short scan helps identify the cultural conditions that shape how your team innovates, collaborates, and executes ideas.

Based on your responses, you'll receive instant insights into your team's innovation profile, what it means, and where to focus next.

This survey was designed based on the work of

Gary Pisano
(Harvard Business School)

By completing the scan, you agree to our .

Take less than 10 minutes

Welcome to the
Innovative Cultures Scan

In our team, we are comfortable with plans (e.g., R&D, business) that have highly uncertain outcomes. *

In our team, if projects or initiatives fail to produce acceptable results, the people involved will suffer negative consequences as a result (e.g., career setbacks). *

When a project or initiative fails to yield acceptable results, we investigate to understand the causes and to distill lessons. *

People in our team are comfortable experimenting with highly novel approaches to technical, operational, or business challenges. *

In our team, we run experiments primarily to learn and discover, not just to confirm what we already believe. *

We are actively encouraged by senior leaders at our company to experiment with highly novel approaches to technical, operational, or business challenges. *

For purposes of individual performance evaluation in our team, achieving personal goals and objectives is more important than being a good collaborator. *

People in different roles in our team have shared objectives. *

People in our team readily seek help from colleagues outside their own area of expertise. *

I feel comfortable speaking up about problems in our team. *

It is safe to take a risk on this team. *

Members of this team bring up problems and tough issues. *

In the team I lead, members feel empowered to identify and push forward potentially innovative ideas without seeking permission from their supervisors. *

Before proposals for innovative projects or processes can be considered in the team I lead, they must be vetted by senior leaders. *

I override decisions made by my direct reports. *

The quality of talent in our team ranks in the top 10% of peers in our industry. *

People in the teams we lead who consistently perform below expectations are terminated or counseled to leave. *

In our team, we clearly articulate performance standards so that difficult personnel decisions are understood as fair. *

We have a rigorous process for deciding which innovative ideas or projects are worth trying. *

We hesitate to terminate projects or initiatives that are not producing results. *

We invest significant time, effort and care designing experiments that produce information needed to make decisions. *

Decisions are made through consensus in our team. *

It is clear which individual is responsible for making any given decision in our team. *

Members of our team take personal accountability for their decisions. *

In our team, ideas are openly challenged and debated regardless of who proposed them. *

In our team, conflict avoidance is more important than candor in communicating with each other. *

If someone in our team disagrees with something discussed in a meeting, they will voice those concerns in private after the meeting, rather than openly during the meeting. *

Members on our team take timely and decisive actions on critical issues. *

Members on our team clearly and effectively articulate the strategy and vision of it. *

Members of our team model the behaviors they expect others to follow. *

Enter your contact details and click "Submit" to see your results.

Welcome to the Innovative Cultures Scan

In our team, we are comfortable with plans (e.g., R&D, business) that have highly uncertain outcomes. *

In our team, if projects or initiatives fail to produce acceptable results, the people involved will suffer negative consequences as a result (e.g., career setbacks). *

When a project or initiative fails to yield acceptable results, we investigate to understand the causes and to distill lessons. *

People in our team are comfortable experimenting with highly novel approaches to technical, operational, or business challenges. *

In our team, we run experiments primarily to learn and discover, not just to confirm what we already believe. *

We are actively encouraged by senior leaders at our company to experiment with highly novel approaches to technical, operational, or business challenges. *

For purposes of individual performance evaluation in our team, achieving personal goals and objectives is more important than being a good collaborator. *

People in different roles in our team have shared objectives. *

People in our team readily seek help from colleagues outside their own area of expertise. *

I feel comfortable speaking up about problems in our team. *

It is safe to take a risk on this team. *

Members of this team bring up problems and tough issues. *

In the team I lead, members feel empowered to identify and push forward potentially innovative ideas without seeking permission from their supervisors. *

Before proposals for innovative projects or processes can be considered in the team I lead, they must be vetted by senior leaders. *

I override decisions made by my direct reports. *

The quality of talent in our team ranks in the top 10% of peers in our industry. *

People in the teams we lead who consistently perform below expectations are terminated or counseled to leave. *

In our team, we clearly articulate performance standards so that difficult personnel decisions are understood as fair. *

We have a rigorous process for deciding which innovative ideas or projects are worth trying. *

We hesitate to terminate projects or initiatives that are not producing results. *

We invest significant time, effort and care designing experiments that produce information needed to make decisions. *

Decisions are made through consensus in our team. *

It is clear which individual is responsible for making any given decision in our team. *

Members of our team take personal accountability for their decisions. *

In our team, ideas are openly challenged and debated regardless of who proposed them. *

In our team, conflict avoidance is more important than candor in communicating with each other. *

If someone in our team disagrees with something discussed in a meeting, they will voice those concerns in private after the meeting, rather than openly during the meeting. *

Members on our team take timely and decisive actions on critical issues. *

Members on our team clearly and effectively articulate the strategy and vision of it. *

Members of our team model the behaviors they expect others to follow. *

Enter your contact details and click "Submit" to see your results.

Welcome to the
Innovative Cultures Scan