We are clear about the "big why"—the unique purpose for us being in business

I find our mission to be personally energizing and inspiring to those around me

Our organization is clear on the one or two capabilities that drive our differentiation with customers

We have a repeatable model for growth that will allow us to capture/extend leadership in our markets

We are focused on the long term in our investments and our budgetary decisions; managing quarterly earnings is truly secondary

We embrace turbulence and are experimenting and building new business models ahead of competition

We innovate and experiment in the field a lot; this drives our learning and gives us a competitive advantage

We have an efficient feedback process in place to help us understand what is working and take corrective action quickly

We are the most sought after employer by top talent in our industry

We treat our front-line as the heroes of our business, and do whatever is needed to support them

We are clear about who our core customers are and their loyalty gives us a competitive advantage

The voice of the customer is fully represented in all important meetings

We have a sharp focus on cash and costs; we treat each dollar as if it is our own

We rapidly redeploy people and capital wherever they are most critical to the business

Our organization makes and acts upon key decisions faster than our competitors; speed is an advantage for us

People in the organization are quick to take personal responsibility and risks to do the right thing

We have simplified our initiatives to focus on the biggest priorities that deliver value

Our planning and review processes are the best in our industry, efficiently reallocating resources to make our frontline more competitive

Our biggest barriers to growth and future success are much more internal than external; our fate is in our hands

Five years from now, our main competitors will be different companies than they were during the past five years

Your overall assessment:

While the overall score is a strong indicator of a company's health on the inside and its ability to sustain profitable growth on the outside, the pattern is even more important for identifying the highest level of issues. Below is a detailed breakdown of your founder's mentality across different dimensions.

  • Strongly Disagree
  • Disagree more than agree
  • Neither agree nor disagree
  • Agree more than disagree
  • Strongly agree

Founder's Mentality®

Development opportunities

  • Bold mission

    Almost all great companies start as insurgents, with a bold mission to redefine their industry on behalf of underserved customers. A strong insurgent mission keeps you externally focused, helps you capture the discretionary energy of your people and demands a much higher ambition for the leadership team.

  • Spikiness

    Insurgent companies aren't good at everything—they spike. They are exceptional at a couple of things and average at the rest. Competitiveness comes from sticking to what the company is great at and focusing resources ruthlessly on these few world-class capabilities.

  • Limitless horizon

    Companies with a limitless horizon are constantly pushing against the edges of business definition, redefining the markets in which they compete or moving beyond them. Focus brings leadership, and with leadership comes the ability to redefine industries.

  • Relentless Experimentation

    Companies that relentlessly experiment aim to continue to be the disruptor in their industry, rather than letting new insurgents disrupt them. They empower their employees to innovate and work with customers to devise new solutions, better service and better products.

  • Frontline empowerment

    Leaders empower the front line by obsessing about the key players in their organization who deliver the value to customers. They give these "heroes" the authority and resources they need to do what it takes to serve customers better.

  • Customer advocacy

    Companies with a high customer advocacy are constantly translating strategy and organizational decisions into frontline behaviors in order to serve customers better. The focus on the customer starts at the top but cascades immediately to the front line.

  • Strong cash focus

    Leaders with a Strong cash focus are obsessed with the money generated by the business, which demands that they constantly monitor its nanoeconomics. They constantly reallocate spending to areas where it will produce the greatest return, never allowing resources to be hoarded.

  • Bias for action

    Leaders with a bias for action welcome conflict—if quickly resolved—as a path to the best outcomes for the company and its customers. They won't tolerate anyone using conflict as an excuse for inaction.

  • Aversion to bureaucracy

    As a company grows, systems, processes and procedures become increasingly necessary. But at insurgent companies, the employees who fight against institutional "ways of working" on behalf of the customer are seen as heroes, not troublemakers.


More insights on the elements of founder's mentality