01 · Decisions

Important decisions have to wait for the founder to be present.

No Rarely Often Almost always

02 · Decisions

The team asks the founder again even when the situation has happened before.

No Rarely Often Almost always

03 · Decisions

It is unclear who has authority to decide, and how far.

No Rarely Often Almost always

04 · Decisions

Priorities change according to the founder's verbal instructions.

No Rarely Often Almost always

05 · Data

Figures live in many files or with many people.

No Rarely Often Almost always

06 · Data

The founder has to compile the numbers personally before deciding.

No Rarely Often Almost always

07 · Data

Departments report figures that don't match.

No Rarely Often Almost always

08 · Processes

Work depends on the experience of a few people.

No Rarely Often Almost always

09 · Processes

When the person in charge is away, work slows down or stops.

No Rarely Often Almost always

10 · Processes

Processes are documented but rarely used in practice.

No Rarely Often Almost always

11 · Processes

Mistakes repeat but no new control step has been added.

No Rarely Often Almost always

12 · Team

Staff are busy but it's hard to point to each role's output.

No Rarely Often Almost always

13 · Team

The founder often has to chase tasks or fix work.

No Rarely Often Almost always

14 · Team

There is no meeting rhythm or metrics good enough for managers to run things themselves.

No Rarely Often Almost always

The business depends on the founder how much?

Important decisions have to wait for the founder to be present.

The team asks the founder again even when the situation has happened before.

It is unclear who has authority to decide, and how far.

Priorities change according to the founder's verbal instructions.

Figures live in many files or with many people.

The founder has to compile the numbers personally before deciding.

Departments report figures that don't match.

Work depends on the experience of a few people.

When the person in charge is away, work slows down or stops.

Processes are documented but rarely used in practice.

Mistakes repeat but no new control step has been added.

Staff are busy but it's hard to point to each role's output.

The founder often has to chase tasks or fix work.

There is no meeting rhythm or metrics good enough for managers to run things themselves.

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