The organization is losing clarity on our unique mission, and people no longer find this motivating

We are losing our differentiation and in danger of becoming just another company

We are not embracing turbulence and no longer experimenting and building new business models ahead of competition

Employees at the front line of our business no longer feel fully empowered to do "whatever it takes" to help our most important customers

We are no longer a true meritocracy that fully celebrates the "doers" and rewards "results"

We are not "outward-focused" on innovation—this is now more of a staff function and no longer closely linked to what our customers need

We have too many "bureaucrats," who expect to retain all of last year’s resources without clarity on how these investments support growth

We are unable to make and act upon key decisions faster than our competitors; speed is not a source of competitive advantage for us

We are in danger of becoming a company of "energy vampires" (i.e., people who block progress on action or decision making and refuse to take personal accountability for results)

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

Our main competitor in five years will be a different competitor than it is today

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.

  • Strong Founder's Mentality
  • Waning Founder's Mentality
  • Low Founder's Mentality
  • Lost Founder's Mentality

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.

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  • 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.

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  • 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.

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  • 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.

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  • 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.

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  • 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.

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  • 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.

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  • 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.

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  • 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.

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More insights on the elements of founder’s mentality