1/16: We make product decisions based on validated customer feedback, rather than internal procedures or assumptions.
Yes
Sometimes
No
2/16: When priorities change, leadership explains the “why,” not just the “what.”
Yes
Sometimes
No
3/16: After each release, we take time to capture lessons learned and how to apply them before moving on.
Yes
Sometimes
No
4/16: Our delivery process was designed and is intentional, not improvised.
Yes
Sometimes
No
5/16: We address process issues instead of blaming individuals when things go wrong.
Yes
Sometimes
No
6/16: Everyone understands how today’s work directly connects to user value or measurable business outcomes.
Yes
Sometimes
No
7/16: Our investors, users, and team can rely on our delivery timelines because we’ve earned and maintained that trust.
Yes
Sometimes
No
8/16: When blockers appear, we proactively adjust, reset expectations, and communicate with stakeholders before deadlines slip.
Yes
Sometimes
No
9/16: We track data that genuinely reflects progress and delivered value, rather than vanity metrics and team activity.
Yes
Sometimes
No
10/16: Our team believes we can grow fast without burning out.
Yes
Sometimes
No
11/16: Every release follows a successful flow no matter who’s involved.
Yes
Sometimes
No
12/16: Our roadmap harmonizes ambition with realism — we rarely overpromise or underdeliver.
Yes
Sometimes
No
13/16: We celebrate wins and communicate our progress in ways that keep morale high and momentum moving forward.
Yes
Sometimes
No
14/16: We have a handle on structured systems for our current stage — not too heavy, not too loose.
Yes
Sometimes
No
15/16: When we pivot or reprioritize our roadmap, the impact on delivery (timelines and features) is clearly communicated.
Yes
Sometimes
No
16/16: Everyone on our team can describe what success looks like this quarter; we’d all say roughly the same thing.
Yes
Sometimes
No
Be sure to take a screenshot of the following "Results Page" to review later.