ADS – Cinnovation

Help Us Shape the Future of Innovation

Thank you for taking part in our survey! We’re diving deep into 14 key areas of business, from marketing to technology, and we need your valuable insights. Each question will assess your company’s practices, rated on a scale of 1 to 5, based on international business standards.

There are no right or wrong answers—this is about understanding the practices that drive your organization’s innovation. We will compare these practices across different industries and sectors to identify the best strategies that can increase innovation rates.

Rest assured, your company’s information will remain confidential and used solely for research purposes. The top-performing company in each sector, based on our innovation score, will be honored with our C Innovation Award.

Your input plays a key role in helping businesses unlock their full potential. Let’s innovate together!

SCROLL DOWN TO BEGIN THE ASSESSMENT

Username or Email Address

Password

Remember Me

Forgot Password?

Username

Password

Username or Email Address

START YOUR ASSESSMENT NOW !

MY ASSESSMENT

C innovation assessment

Get Your Business Innovation Score today.

Explore our comprehensive assessment with 16 dimensions, each consisting of targeted questions to evaluate key aspects of your organization’s innovation practices. Each dimension is analyzed individually, providing a distinct score that highlights your strengths and opportunities for growth. Use these insights to refine your strategies and drive impactful innovation.”

Company Main Info: Unlocking Sector-Specific Insights

Thank you for taking part in our survey! We’re diving deep into 14 key areas of business, from marketing to technology, and we need your valuable insights. Each question will assess your company’s practices, rated on a scale of 1 to 5, based on international business standards.

Privacy Statement

We value your privacy and are committed to protecting your company's confidential information. Any data collected through our platform will be used strictly for scientific research and analysis purposes. We do not share, sell, or disclose any company-related information to third parties without explicit consent. All data is handled with the highest standards of security and confidentiality to ensure your trust and compliance with ethical research practices.

Demographic section

This section of C Innovation Assessment is designed to provide you with a deeper understanding of how different sectors innovate and the key drivers of innovation within those industries. By gathering detailed information from businesses across the MENA region, we aim to build a comprehensive demographic profile that highlights trends, challenges, and success factors in driving innovation.

Your responses will help us create valuable insights that reflect the unique needs and practices of businesses across various sectors. Together, we can uncover the strategies that lead to breakthrough innovation and elevate the MENA business landscape.

1.1 My organization encourages employees to take risks and try new things.

1. Discouraged – Risk-taking is not supported.

3. Sometimes supported – Encouraged, but with caution.

5. Core value – Risk-taking is embedded in company culture.

2. Rarely allowed – Occasionally accepted, no follow-through.

4. Actively promoted – Leadership supports calculated risks.

None

Hint

1.2 My organization encourages me to share new ideas and different ways of thinking

4. Encouraged – Platforms exist, ideas welcomed.

2. Rarely heard – Brainstorms happen, no action.

3. Sometimes used – Ideas discussed, some applied.

5. Deeply embedded – Contests & hackathons drive innovation.

1. No outlet – No channels; ideas dismissed.

None

Hint

1.3 How well does the organization tolerate and learn from failure?

3. Moderately – Some lessons are learned from failure.

1. Not at all – Failure is punished.

5. Fully embedded – Failure is seen as a key driver of innovation.

2. Slightly – Failure is tolerated but not reviewed.

4. Very much – Failures are analyzed for improvement.

None

1.4 In my organization, there is encouragement for employees to think innovatively and creatively."

5. Fully embedded – Creativity is a core value, supported by programs.

4. Very much – Actively encouraged with structured support.

1. Not at all – Creativity is discouraged.

3. Moderately – Some support, but with limitations.

2. Slightly – Occasionally encouraged, but not a priority.

None

Hint

1.5 How would you describe the culture of collaboration and innovation in your organization?

3. Moderate – Collaboration exists, but inconsistent.

2. Limited – Some teamwork, but innovation is rare.

1. Weak – Siloed teams, no collaboration.

4. Strong – Teams collaborate, innovation encouraged.

5. Exceptional – Collaboration drives constant innovation.

None

Hint

1.6 My organization allocates specific time for employees to develop new ideas or work on innovative projects,

2. Rarely – Occasionally, but not consistent.

1. No time – No dedicated innovation time.

4. Often – Encouraged with structured support.

3. Sometimes – Some roles have time for it.

5. Always – Dedicated programs enable innovation.

None

Hint

1.7 In my organization, people often have discussions where different viewpoints and ideas are openly shared and debated."

4. Often – Open idea-sharing is common.

5. Always – Debate and discussion are a core value.

3. Sometimes – Some teams encourage debate.

2. Rarely – Discussions happen, but not freely.

1. Never – No open discussions happen.

None

Hint

2.1 How well does your organization support and drive idea generation?

2. Rarely – Some initiatives, but inconsistent.

1. Not at all – No structured idea generation.

5. Always- Ideation is a cornerstone of our practices with well-defined structures, and active participation is encouraged

3. Sometimes – Ideas are welcomed, but not well-supported.

4. Often – Structured programs exist.

None

Hint

2.2 How well does your organization evaluates ideas systematically and transparently?

2. Unclear – Evaluations feel random.

1. No process – Ideas are ignored.

4. Structured – Clear process, but not always followed.

3. Basic – Some ideas are reviewed, but inconsistently.

5. Transparent – Fully systematic & open evaluation.

None

2.3 How effectively are innovations tested before full implementation?

1. No testing – Ideas go straight to market.

4. Structured – Clear validation, but not always followed.

3. Basic – Pilots exist, but lack depth.

5. Rigorous – Thorough testing & refinement process.

2. Minimal – Some testing, but inconsistent.

None

Hint

2.4 How clear is your organization's pathway for scaling and commercializing innovations?

1. No pathway – No clear process for scaling.

3. Structured, but slow – A defined pathway exists, but execution is slow.

2. Limited efforts – Some scaling attempts, but inconsistent.

5. Highly effective – A streamlined, proven process for commercialization.

4. Clear strategy – Well-defined scaling process with occasional successes.

None

Hint

2.5 How well does your organization learn from past innovations and manage knowledge?

4. Structured process – Knowledge is captured and sometimes applied.

2. Limited review – Some discussions, but no action.

3. Basic tracking – Lessons recorded but rarely used.

1. No learning – Past insights are ignored.

5. Continuous learning – Strong system for learning and improving innovation.

None

Hint

2.6 How structured is your organization's innovation process?

5. Fully integrated, highly effective.

2. Some guidelines, but inconsistent.

1. No clear process; ad-hoc efforts.

3. Defined process, but rarely followed.

4. Well-structured, A well-defined process.

None

Hint

2.7 How systematically is innovation performance evaluated in your organization?

3. Defined process, but not fully optimized.

4. Clear evaluation framework with gaps.

5. Comprehensive & systematic evaluation.

1. No evaluation process exists.

2. Some tracking, but lacks consistency.

None

2.8 My organization is agile enough to adapt to change and seize opportunities for innovation

2. Slow adaptation, reactive strategies.

3. Moderate adaptability, some proactive measures.

4. Quick response but with some lag

5. Instant adaptation, fully agile

1. Rigid, slow response to changes

None

Hint

3.1 Does your organization have a formal, documented innovation strategy?

3. Documented strategy, rarely followed.

5. Fully documented and integrated.

1. No strategy exists.

2. Some innovation efforts, but informal.

4. Well-defined, but not fully embedded.

None

Hint

3.2 How well is the innovation strategy communicated and understood across your organization?

1. Not communicated at all.

5. Fully understood at all levels.

2. Shared, but poorly understood.

4. Generally clear, but some gaps.

3. Understood by leadership, unclear for others.

None

Hint

3.3 How clear is your organization's innovation vision?

2. Vague and lacks direction.

3. Defined, but inconsistently applied.

1. No clear vision.

5. Fully defined and easy to understand.

4. Mostly clear, with minor gaps.

None

Hint

3.4 Is your organization’s innovation vision realistic and achievable?

1. Completely unrealistic.

3. Achievable with significant effort.

4. Realistic with proper execution.

2. Possible, but major obstacles exist.

5. Fully achievable and actionable.

None

Hint

3.5 How well is your organization's innovation vision aligned with its business goals?

3. Aligned but inconsistently applied.

4. Mostly aligned, with minor gaps.

1. No alignment at all.

2. Weak connection.

5. Fully aligned with business goals.

None

Hint

3.6 How consistent is your organization’s innovation strategy with its long-term mission and vision?

1. No connection to long-term goals.

5. Fully aligned and strategic.

2. Some alignment, but weak execution.

4. Well-integrated with minor improvements needed.

3. Mostly aligned, but some inconsistencies.

None

Hint

3.7 How effectively does your organization allocate resources (time, budget, personnel) to innovation?

4. Dedicated resources, Well allocated, supporting steady innovation.

2. Limited investment, inconsistent support.

5. Well-planned and strategic allocation.

3. Some allocation, but not strategic.

1. No dedicated resources.

None

Hint

3.8 How easily can internal processes and policies be adjusted to support innovation?

1. Highly rigid and bureaucratic.

2. Some flexibility, but slow adaptation.

3. Moderate adjustments possible.

5. Highly flexible and adaptive.

4. Agile with some constraints.

None

Hint

3.9 How involved are employees at all levels in the innovation process?

3. Some employees contribute, but not widely.

5. Fully inclusive and open to all.

4. Broad participation, but could be improved.

2. Few teams are involved.

1. Only top management drives innovation.

None

Hint

3.10 How effectively does your organization prioritize innovation projects?

1. Very Ineffective: No clear prioritization.

2. Ineffective: Random or politically driven choices.

4. Effective: Priorities set, but room for improvement.

3. Moderately Effective: Some criteria exist, but inconsistently applied.

5. Highly Effective: Well-defined and structured prioritization.

None

Hint

3.11 How systematically does your organization evaluate potential innovation projects?

3. Evaluation process exists, but inconsistent.

1. No structured evaluation.

5. Fully systematic and data-driven approach.

2. Basic assessment, but lacks depth.

4. Standardized process with minor gaps.

None

Hint

3.12 What key performance indicators (KPIs) does your organization use to measure innovation success?

3. Some KPIs, but not fully utilized.

2. Basic KPIs, but rarely tracked.

1. No defined KPIs.

4. KPIs exist, with minor improvements needed.

5. Comprehensive and well-monitored KPIs.

None

Hint

3.13 How well does your innovation strategy incorporate emerging technological trends?

1. No focus on emerging technologies.

2. Some awareness, but no action.

5. Fully embraces emerging technologies.

4. Actively integrates tech, but with gaps.

3. Technology is considered, but not fully utilized.

None

Hint

3.14 How effective is your organization at overcoming resistance to change in innovation and technology?

4. Change is well-managed and embraced.

4. Change is mostly accepted.

1. High resistance, major obstacle.

2. Resistance slows progress.

3. Some resistance, but manageable.

None

Hint

3.15 Do you feel that your organization is committed to achieving its innovation vision?

2. some initiatives, but not prioritized.

5. Strong and ongoing commitment.

4. Mostly committed, with room for improvement.

1. No real commitment.

3. Some commitment, but inconsistent.

None

Hint

4.1 How much do leaders encourage risk-taking for innovation?

3. Encouraged in specific cases, but cautious.

5. Strong culture of experimentation & bold innovation.

4. Actively supported with leadership backing.

1. Risk-taking is discouraged or punished.

2. Limited encouragement, with strict guidelines.

None

Hint

4.2 How does your organization handle failures & growth mindset?

5. Failure is embraced as part of innovation culture.

2. Some tolerance, but mostly avoided.

1. Failure is punished; no learning culture.

4. Failures are seen as learning opportunities.

3. Lessons are discussed but not widely shared.

None

Hint

4.3 How inclusive is leadership in decision-making?

1. Decisions made top-down; no external input.

4. Regular consultation with diverse stakeholders.

5. Fully collaborative, stakeholder-driven decision-making.

3. Some decisions involve stakeholder input.

2. Limited engagement with key stakeholders.

None

Hint

4.4 How effectively does the organization provide training for leaders to foster innovation?

2. Occasional workshops on innovation.

4. Regular and updated training programs.

5. Continuous and advanced innovation training for all.

1. No innovation training available.

3. Regular training but might be outdated.

None

Hint

4.5 How effectively does leadership provide feedback on innovation efforts in the organization?

2. Occasional constructive feedback.

4. Frequent, detailed, and helpful feedback.

3. Regular feedback with room for improvement.

1. Rare feedback on innovation.

5. Continuous, constructive feedback loop.

None

Hint

4.6 How effectively do leaders in your organization encourage team collaboration?

4. Leaders ensure collaboration is a key aspect of how teams operate.

2. Leaders encourage limited team collaboration.

3. Leaders regularly promote team collaboration across departments.

5. Leaders mandate seamless collaboration across all teams, making it an organizational norm.

1. Leaders do not promote team collaboration; teams work in silos.

None

Hint

4.7 How well do leaders encourage open communication?

4. Leaders encourage open sharing of ideas.

5. Transparent culture with open communication at all levels.

1. No open communication; strict hierarchy.

2. Limited dialogue, only within leadership.

3. Some openness, but restricted at times.

None

Hint

4.8 How effectively do leaders in your organization ensure a safe environment for idea sharing?

3. Moderately safe, but selective openness.

1. Unsafe; criticism discourages sharing.

4. Encouraged, but improvements needed.

2. Some openness, but fear of judgment.

5. Fully safe; all ideas welcomed & valued.

None

Hint

4.9 How adaptable and responsive are your leaders to feedback and change?

3. Receptive: Listens to feedback but selectively acts on it.

1. Authoritarian: Resistant to change, rarely considers feedback.

2. Passive: Occasionally listens but maintains a rigid approach.

5. Agile Leader: Thrives on continuous feedback, embraces change for innovation.

4. Proactive: Actively seeks feedback and implements changes regularly.

None

Hint

4.10 How flexible are your leaders in adapting their leadership style?

2. Some flexibility, but mostly traditional

3. Adaptive in specific situations.

4. Regularly adjust approach based on teams.

5. Highly dynamic; tailor style to needs.

1. Rigid, sticking to their dominant style.

None

Hint

4.11 How strongly does leadership emphasize continuous learning for innovation?

2. Occasional skill based training sessions.

1. Rare training sessions, mostly mandatory.

4. Continuous learning culture with diverse training offerings.

5. Comprehensive learning platforms with innovation and creativity at the forefront.

3. Regular training sessions with some emphasis on innovative skills.

None

Hint

4.12 How much autonomy do employees have in managing their daily tasks?

5. Complete ownership of tasks & workflow.

3. Moderate autonomy with set boundaries.

1. Highly controlled; no autonomy.

2. Some flexibility, but mostly monitored.

4. High autonomy with guided support.

None

Hint

4.13 How well does leadership communicate ethical standards in innovation?

3. Some policies, but not well communicated.

4. Clear ethical guidelines in place.

1. No ethical guidance; unclear expectations.

5. Ethics are deeply embedded in innovation.

2. Limited focus on ethical innovation.

None

Hint

4.14 How well do leaders empower employees to drive innovation?

1. No empowerment; leaders control ideas.

5. Employees fully drive innovation strategies.

4. Strong encouragement & innovation freedom.

2. Some opportunities, but limited risk-taking.

3. Employees can innovate with approval.

None

Hint

5.1 Does your organization have formal recognition and reward programs for innovation?

5. Fully established and effective system.

1. No programs exist.

2. Informal recognition only.

4. Formal programs exist but need improvement.

3. Some structured programs, inconsistently applied.

None

Hint

5.2 How much does your organization value diversity and inclusion?

2. Policies exist but lack enforcement.

4. Actively promoted for innovation.

1. Not a priority.

5. Fully integrated into the innovation strategy.

3. Encouraged but impact on innovation is unclear.

None

Hint

5.3 How supportive is your work environment for diverse employees in innovation?

5. Strong culture leveraging diversity for innovation.

1. Not supportive.

2. Limited and unstructured support.

3. Policies exist but not fully applied.

4. Inclusive environment that fosters innovation.

None

Hint

5.4 How frequently does your organization offer training on innovation skills?

1. Never.

4. Regular sessions covering key innovation skills.

3. Structured but infrequent training.

2. Occasionally, without a clear plan.

5. Continuous learning programs on innovation.

None

Hint

5.5 How does your organization evaluate candidates for their potential to drive innovation?

2. Occasionally assessed but not prioritized.

5. Essential criterion for all hires.

3. Considered in some hiring decisions.

1. No evaluation for innovation potential.

4. Actively assessed for key roles.

None

Hint

5.6 How much does your organization prioritize recruiting employees with creative thinking skills?

This question emphasizes the outcome or emphasis of recruitment on a specific skill—creative thinking. It looks at whether the organization actively seeks and hires employees with this particular skill, rather than evaluating the practices or systems behind it.

1. Not a priority.

3. Valued but secondary.

2. Occasionally considered.

5. Critical for all hiring decisions.

4. Actively sought in many roles.

None

Hint

5.7 To what extent is performance evaluation based on innovation contributions?

2. Occasionally considered.

1. Not included.

4. A key factor in evaluations.

3. Partially included in reviews.

5. Major component of all assessments.

None

Hint

5.8 How well does the performance evaluation system align with innovation goals?

2. Limited connection to innovation.

3. Somewhat linked to innovation goals.

1. No alignment

4. Strongly integrated into evaluation criteria.

5. Fully aligned with innovation objectives.

None

Hint

5.9 How well did your on-boarding program prepare you to contribute to innovation in your role?

5. High Practice: Ongoing Innovation Development

1. Low Practice: No Innovation-Focused Onboarding

3. Moderate Practice: Innovation Skills Training

2. Basic Practice: Introduction to Innovation

4. Advanced Practice: Innovation-Focused Mentorship

None

Hint

5.10 what key elements of your onboarding program provided to emphasize collaboration, creativity, and risk-taking?

3.Mentorship and coaching programs.

1. Orientation to company culture.

5. Hackathons and innovation labs.

4. Hands-on innovation projects.

2. Group activities for teamwork and problem-solving.

None

Hint

5.11 What team-building activities are most commonly implemented to foster innovation?

1. Rarely any activities.

5. Comprehensive innovation-focused programs.

2. Basic icebreakers or casual events.

4. Innovation challenges and hackathons.

3. Problem-solving workshops.

None

Hint

5.12 To what extent are HR professionals skilled in innovation and creativity?

4. Strong – Well-trained, supports creativity.

1. Limited – Minimal knowledge.

3. Moderate – Some training, basic application.

5. Expert – Drives innovation across the organization.

2. Basic – Some exposure, no training.

None

Hint

5.13 How effectively do HR professionals support innovation in other teams?

3. Some – Encourages innovation.

5. Leader – Drives innovation strategy.

4. Active – Implements initiatives.

2. Minimal – Occasional recognition.

1. None – No involvement.

None

Hint

6.1 To what extent does your organization prioritize social impact in external innovation collaborations?

5. Essential – Core principle in all partnerships.

2. Minimal – Occasionally considered but not a key factor.

3. Moderate – Social impact is valued but not required.

4. High – Actively seeks socially responsible partners.

1. No priority – Focus is purely business-driven.

None

Hint

6.2 How well does your organization support employees in collaborative innovation?

3. Moderate – Some guidance, but inconsistent.

1. No support – Employees collaborate informally.

4. Strong – Dedicated support for team collaboration.

2. Limited – Some tools/resources but not structured.

5. Comprehensive – Well-funded ecosystem for collaboration.

None

Hint

6.3 To what extent does your organization conduct network analysis to identify innovation partners?

1. None – No formal analysis.

2. Basic – Occasionally reviews potential partners.

3. Moderate – Some structured analysis in place.

4. Advanced – Regular assessments of partnership opportunities.

5. Strategic – Continuous ecosystem mapping for innovation.

None

Hint

6.4 How many collaborative innovation projects has your organization engaged in?

4. 6-10 – Actively engaged in multiple projects.

3. 3-5 – Moderate involvement in collaborations.

2. 1-2 – Occasional partnerships.

1. None – No history of collaboration.

5. 10+ – Deeply integrated into an innovation ecosystem.

None

Hint

6.5 How does your organization collaborate with academic institutions?

4. Strong – Regular collaborations with universities/research centers.

3. Moderate – Some partnerships but no ongoing initiatives.

5. Integrated – Deep, long-term partnerships driving innovation.

1. No collaboration – No active engagement.

2. Limited – Informal relationships or occasional projects.

None

Hint

6.6 How likely is your organization to collaborate with startups and entrepreneurs on innovation?

3. Sometimes – Selective collaborations.

2. Rarely – Only occasional partnerships.

5. Always – Deep integration with startup ecosystems.

1. Not at all – No startup collaboration.

4. Often – Actively seeks startup partnerships.

None

Hint

6.7 How frequently does your organization engage with its ecosystem partners for innovation?

2. Occasionally – Sporadic meetings and projects.

5. Continuously – Strong, real-time engagement.

3. Regularly – At defined intervals.

1. Rarely – Only when necessary.

4. Often – Ongoing communication and collaboration.

None

Hint

6.8 How quickly does your organization respond to collaboration opportunities in innovation?

5. Immediate – Agile and responsive to all opportunities.

4. Fast – Proactively engages in opportunities.

2. Slow – Lengthy decision-making process.

3. Moderate – Responses vary by case.

1. Very slow – Often misses opportunities.

None

Hint

6.9 How well does your organization incentivize ecosystem partners for long-term collaboration?

5. Highly effective – Creates sustainable, mutual benefits.

2. Minimal – Some short-term perks, but nothing strategic.

4. Strong – Provides structured incentives for long-term collaboration.

3. Moderate – Offers selective rewards and benefits.

1. No incentives – Partners gain no additional benefits.

None

Hint

6.10 To what extent does your organization practice open innovation (e.g., crowdsourcing, user innovation)?

2. Rarely – Some external input, but not strategic.

4. Frequently – Open innovation is a regular practice.

1. Not at all – Innovation happens internally only.

3. Occasionally – Selective use of external collaboration.

5. Fully integrated – Open innovation is central to strategy.

None

Hint

6.11 How often does your organization engage in industry events and conferences to stay updated on innovation trends?

1. Never – No participation.

2.Rarely – Occasional attendance.

3. Sometimes – Attends key events selectively.

5. Always – A leader in industry conferences and discussions.

4. Frequently – Actively participates in industry events.

None

Hint

6.12 How effectively does your marketing differentiate your products and services through ecosystem collaboration?

3. Moderate – Differentiation exists but isn’t strong.

2. Limited – Some efforts, but little impact.

1. Not effective – No differentiation strategy.

5. Highly effective – Strong brand identity through partnerships.

4. Effective – Marketing highlights unique collaboration value.

None

Hint

6.13 How does your organization facilitate meetings with ecosystem partners for collaboration?

Instruction: Please select the highest level of practice your organization uses, even if multiple methods are employed.

5. Combination of Virtual and Face-to-Face Meetings – The organization uses a mix of virtual and in-person meetings to facilitate collaboration.

1. Emails – Most interactions occur via email.

4. Face-to-Face Meetings – Most meetings happen in person.

3. Virtual Meetings – Meetings are mainly held on Zoom/Teams.

2. Phone Calls – Communication is primarily through calls.

None

Hint

6.14 How clear and well-defined are the strategic goals of your organization’s partnerships?

2. Vague – General direction, but no clear objectives.

3. Somewhat defined – Goals exist but lack alignment.

4. Well-defined – Clear goals guiding partnerships.

5. Highly strategic – Strong alignment with innovation objectives.

1. Unclear – No defined goals.

None

Hint

6.15 How much has collaboration with ecosystem partners helped your organization manage economic pressures in the past year?

5. Critical – Partnerships played a vital role in overcoming economic pressures.

1.Not at all – No impact from collaboration.

4. Strong – Collaboration was a key factor in navigating challenges.

3. Moderate – Partnerships provided moderate support.

2. Minimal – Some help, but not significant.

None

Hint

6.16 How significant are the differences in experience, resources, and practices among your network partners?

2. Somewhat noticeable – Differences exist but don’t impact collaboration.

3. Moderate – Differences require some adaptation.

4. Significant – Variations in capabilities influence project dynamics.

1. Minimal – Most partners have similar capabilities.

5. High – Wide gaps in abilities that require extensive coordination.

None

Hint

6.17 How effectively does your organization select the right partners for strategic innovation goals?

1. Very Ineffectively – Partnerships often fail to align with strategic goals.

5. Very Effectively – Partner selection is highly strategic, leading to outstanding collaboration.

2. Ineffectively – Some partners contribute, but many do not.

3. Moderately Effectively – Most partners support strategic goals.

4. Effectively – Partners are consistently well-aligned and successful.

None

Hint

6.18 How effectively does your organization establish trust with partners in early collaboration stages?

1. Weak – Trust-building is not a priority.

3. Moderate – Trust is built but takes time.

5. Excellent – Trust-building is a core component of partnerships.

4. Strong – Proactive measures foster early trust.

2. Limited – Some efforts, but trust issues still arise.

None

Hint

6.19 How effectively does your organization manage intellectual property (IP) rights in collaborations?

5. Excellent – Clear IP agreements ensure smooth collaboration.

3. Moderate – IP rights are managed, but conflicts occasionally arise.

1. Poorly – No clear IP policies in place.

2. Limited – Some guidelines exist but are inconsistently applied.

4. Strong – IP management is well-structured and generally effective.

None

Hint

6.20 How actively is your organization involved in driving social innovation within the local community?

2. Limited – Some involvement, but not a strategic priority.

5. Highly engaged – Leading efforts to integrate innovation into social impact.

3. Moderate – Community engagement occurs periodically.

4. Strong – Actively drives local innovation initiatives.

1. Not engaged – No community-focused innovation activities.

None

Hint

7.1 How scalable is your organization's technology infrastructure to handle growth?

5. Highly Scalable – Built for seamless expansion with minimal friction.

4. Advanced – Well-structured for long-term scaling, minor constraints.

2. Basic – Can handle small growth but needs frequent upgrades.

3. Moderate – Scales with planned expansions, some limitations.

1. Limited – Struggles to support growth, frequent bottlenecks.

None

Hint

7.2 How well-integrated are the systems in your organization?

2. Partially Integrated – Some systems communicate, but gaps exist.

5. Fully Integrated – Unified digital ecosystem enabling seamless operations.

4. Well-Integrated – Smooth data flow with minor integration challenges.

1. Disconnected – Systems operate in silos, causing inefficiencies.

3. Moderately Integrated – Core systems connect, but manual workarounds remain.

None

Hint

7.3 What is your organization’s level of digital maturity?

5. Cutting-Edge – Fully digital-first, leveraging emerging tech for innovation.

2. Emerging – Some digital adoption, but not strategic.

1. Minimal – Basic digital tools, heavily reliant on manual processes.

4. Advanced – Strong digital strategy driving operational efficiency.

3. Developing – Digital initiatives exist but lack full alignment.

None

Hint

7.4 How fast does your organization adopt new technologies?

5. Pioneering – Early adopter, often leading industry trends.

1. Reactive – Only adopts when absolutely necessary.

4. Proactive – Stays ahead by actively testing new technologies.

3. Moderate – Adopts gradually, balancing risk and benefit.

2. Slow – Lags behind competitors in technology adoption.

None

Hint

7.5 To what extent does your organization have the internal IT expertise and training programs needed to support technology use and innovation?

1. No internal IT expertise or training available

5. Highly skilled IT team with ongoing upskilling and proactive technology leadership

3. Basic IT team with occasional, limited training opportunities

4. Well-staffed IT department with regular training programs aligned to needs

2. Minimal IT support with ad-hoc or outdated training

None

Hint

7.6 To what extent has your organization implemented automation in its processes?

2. Limited Automation : Limited use of basic tools; minimal automation in isolated areas

4. High Automation : Advanced tools and systems in place for key processes

5. Full Automation : Automation is deeply integrated across functions, driving high operational efficiency and speed

1. No Automation : Operations are mostly manual with no automation

3. Moderate Automation : some processes partially automated

None

Hint

7.7 How agile and flexible are the processes and workflows in your organization?

2. Somewhat Flexible – Minor changes possible, but slow adaptation.

1. Rigid – Processes are fixed, difficult to change, and slow to adapt.

3. Moderately Agile – Adaptable with some resistance to change.

5. Highly Agile – Built for rapid pivoting and continuous improvement.

4. Agile – Processes adjust well to changes and evolving needs.

None

Hint

7.8 How well does your organization collect and manage data?

5. Optimized – End-to-end data governance with advanced management tools.

4. Well-Managed – Robust systems support consistent and secure data collection.

2. Limited – Some data collection exists but lacks structure.

3. Moderate – Structured data management in core areas.

1. Poorly – Data is fragmented, inconsistent, or missing.

None

Hint

7.9 How would you rate your organization’s data analysis capabilities?

5. Expert-Level – Data science and AI/ML tools embedded in decision systems.

3. Moderate – Capable of diagnostic and trend-based analysis.

2. Low – Some analytics, mostly descriptive and manual.

4. Advanced – Uses predictive analytics to drive insights.

1. Very Low – Minimal analysis; relies on basic reporting.

None

Hint

7.10 To what extent does your organization rely on data for decision-making?

1. Rarely – Decisions are intuition or experience-based.

4. Consistently – Data is central to both operational and strategic decisions.

5. Fully Data-Driven – Real-time data drives decision-making across all levels.

2. Occasionally – Some decisions use available data.

3. Regularly – Most strategic decisions are data-informed.

None

Hint

7.11 How would you rate your organization’s cybersecurity infrastructure?

5. Robust & Proactive – Advanced, continuously updated infrastructure with incident response.

1. Vulnerable – Lacks basic protection; high risk of breaches.

4. Strong – Comprehensive measures actively protect data and systems.

2. Basic – Some protection in place, but many gaps remain.

3. Moderate – Key risks addressed, but not fully secure.

None

Hint

7.12 How would you describe your organization's partnerships with external technology entities?

2. Ad-Hoc – Occasional collaborations, not strategic.

5. Innovation-Driven – Deep partnerships to co-create and stay at the forefront of technology.

1. Non-Existent – No partnerships with external tech players.

4. Strategic – Long-term, mutually beneficial collaborations.

3. Transactional – Partnerships exist but focused on short-term goals.

None

Hint

7.13 How well do your technology initiatives align with business goals?

3. Moderately Aligned – Most technology efforts are guided by business goals.

5. Fully Integrated – Technology is a core enabler of business strategy and performance.

2. Partially Aligned – Some initiatives align, but many lack strategic connection

1. Poorly Aligned – Technology projects often operate in isolation from business objectives.

4. Well Aligned – Clear alignment exists, and initiatives support strategic outcomes.

None

Hint

7.14 How effective is your organization’s long-term planning for technology initiatives?

5. Highly Strategic – Future-oriented planning is integrated into overall business strategy.

2. Limited – Basic forecasting with limited strategic foresight.

3. Moderately Effective – Some structured planning exists for future tech needs.

4. Effective – Technology roadmap supports mid to long-term goals.

1. Not Effective – Planning is reactive and short-term.

None

Hint

7.15 What is the level of technology adoption in your organization?

instruction: Please select the level that best reflects the technological infrastructure in your organization and its impact on innovation.

10. Fully Smart & Integrated: Advanced technologies are deeply embedded across all departments.

4. Partially Digitized: Some digital tools are used, but most processes remain manual.

5. Basic Automation: Limited automation in select tasks (e.g., email or CRM systems).

6. Functional Systems: Standard digital systems like ERP or HRMS are in place and used consistently.

1. Manual: Entirely manual processes with no use of digital tools.

7. Data-Driven: Actively uses data analytics tools for reporting and decision-making.

1. Pioneering: Leading-edge use of emerging tech (e.g., generative AI, IoT at scale, quantum computing).

8. Advanced Tools: Leverages cloud, mobile, or connected apps to enhance operations.

3. Basic Digital Tools: Uses basic software (e.g., Excel or POS) with no system integration.

9. Smart Technology: Implements AI, ML, or robotic process automation in specific areas.

2. Outdated: Relies on very old, unsupported systems with minimal efficiency.

None

Hint

7.16 How well do employees utilize technology in your organization?

2. Inconsistently

3. Moderately

1. Rarely

4. Effectively

5. Proficiently

None

Hint

7.17 How effective is the support provided by your technology vendors?

1. Ineffective – Poor service levels and slow response.

3. Adequate – Basic service delivery meets operational needs.

2. Below Expectations – Occasional support but often delayed or insufficient.

5. Highly Strategic – Vendors act as partners, contributing to innovation and growth.

4. Supportive – Reliable support that ensures continuity and value.

None

Hint

8.1 How clear and prioritized are your goals for customer satisfaction, loyalty, and market trends?

2. Vague – Goals exist but lack clarity or alignment.

5. Strategic – Strong, measurable, and trend-aligned goals.

3. Basic – Some focus, limited strategic direction.

1. Not defined – No clear goals or focus.

4. Clear – Defined objectives guide decisions.

None

Hint

8.2 How innovative and customer-aligned are your products?

3. Moderate – Features meet key customer needs.

5. Leading – Continuously innovated, shaping market trends.

4. Strong – Regularly improved using customer insights.

2. Basic – Some updates, weak differentiation.

1. Minimal – Generic offerings, little to no innovation.

None

Hint

8.3 How effective and innovative is your pricing strategy?

1. Static – Fixed pricing, lacks adaptability.

3. Functional – Combines traditional and flexible elements.

2. Basic – Minor changes, limited market fit.

4. Dynamic – Data-driven and responsive to trends.

5. Strategic – Flexible, value-focused, and competitive.

None

Hint

8.4 How creative and integrated are your promotional activities?

4. High – Creative, well-integrated across platforms.

1. Minimal – Basic efforts, no real digital presence.

5. Pioneering – Trend-setting, highly innovative campaigns.

3. Moderate – Mix of traditional and digital, moderate creativity.

2. Basic – Some digital activity, lacks integration.

None

Hint

8.5 How innovative are your distribution channels?

1. Traditional – Rely on offline methods only.

2. Limited – Some digital use, not fully leveraged.

3. Balanced – Mix of online and offline channels.

4. Advanced – Omnichannel with customer-focused innovation.

5. Cutting-edge – Use of emerging tech (e.g., AI, drones).

None

Hint

8.6 How engaged are employees in marketing innovation and customer interactions?

4. Active – Regular contributors to marketing efforts.

3. Moderate – Some participation in initiatives.

5. Empowered – Key drivers of innovation and experience.

2. Passive – Occasional interaction or input.

1. Disengaged – No involvement or feedback.

None

Hint

8.7 How effective is your tech infrastructure in enhancing customer experience?

2. Basic – Limited digital capabilities.

5. Intelligent – Seamless, AI-driven, and real-time.

1. Ineffective – Outdated, limits engagement.

4. Advanced – Enhances personalization and efficiency.

3. Functional – Supports standard experiences.

None

Hint

8.8 How innovative is your product packaging?

1. Basic – Functional only, no innovative features.

3. Improved – Moderately creative and aligned with product positioning.

4. Creative – Strong visual appeal, enhances customer experience.

2. Limited – Some design or branding elements, minimal differentiation.

5. Innovative – Unique, interactive, or sustainable packaging that stands out.

None

Hint

8.9 How unique and resonant is your brand positioning?

4. Highly Distinct Positioning: Clear positioning that resonates with target audiences.

2. Some Distinctive Features

3. Well-Established Positioning

1. Generic Positioning: Unclear brand identity, lacks emotional connection.

5. Leading Positioning: Strong emotional connection and unique brand perception in the market.

None

Hint

8.10 Have you expanded your product/service offerings in the past year?

2. Minor Additions – Small updates or variants launched.

5. Strategic Growth – Major innovation or diversification reshaped the portfolio

4. Significant Expansion – New categories or markets explored.

3. Moderate Expansion – Several new offerings added.

1. No Change – No new offerings introduced.

None

Hint

8.11 How well do you manage risks and comply with privacy regulations in marketing?

1. Non-compliant – No clear policies or controls.

2. Reactive – Address issues as they arise, limited strategy.

4. Proactive – Strong compliance culture, risk managed effectively.

3. Compliant – Meets basic requirements, some monitoring in place.

5. Strategic – Leading in ethical, secure data use and privacy protection.

None

Hint

8.12 Evaluate your organization’s effectiveness in establishing and leveraging Co-Marketing?

5. High-Impact – Strategic partnerships drive innovation and growth.

1. None – No significant partnerships.

3. Functional – Some partnerships contribute value.

4. Strategic – Well-managed alliances support key marketing goals.

2. Limited – Basic collaborations with low strategic impact.

None

Hint

8.13 How advanced are your marketing data analytics capabilities today vs. last year?

4. Advanced – Sophisticated tools driving targeting and personalization.

5. Cutting-Edge – AI-driven insights, predictive analytics at scale.

3. Evolving – Noticeable progress in insight generation.

2. Developing – Minor enhancements in analytics or targeting.

1. Stagnant – No improvement or outdated tools.

None

Hint

8.14 How advanced is your organization in collecting diverse marketing data using technology and segmentation strategies?

4. Advanced – Diverse data from multiple sources, real-time tracking enabled.

1. Very limited data collection

5. Sophisticated – High-tech, real-time, multi-channel data with deep segmentation.

3. Moderate – Uses a mix of metrics with basic tech and segmentation.

2. Basic – Some data gathered, but limited to few sources or manual methods.

None

Hint

8.15 How effective is the assess and respond to customer needs?

5. Proactive Innovation – Anticipates needs, shapes offerings before demand arises.

4. Customer-Centric – Needs are continuously monitored and addressed.

2. Basic – Occasional customer feedback used.

1. Reactive – Respond after issues arise, limited proactive insight.

3. Responsive – Customer feedback is regularly analyzed and acted on.

None

Hint

8.16 How effectively do your organization differentiate your products from competitors?

1. Indistinct – Products lack clear differentiation.

3. Competitively Positioned – Clear value proposition with noticeable differences.

5. Market-Leading – Strong innovation and brand power clearly separate offerings.

4. Strongly Differentiated – Unique benefits and brand identity.

2. Slightly Unique – Some features stand out, but not strongly.

None

Hint

8.17 How effectively does your organization evaluate the success of marketing campaigns?

3. Structured Evaluation – Regular analysis of key campaign KPIs.

4. Insight-Driven – Uses advanced tools to extract actionable insights.

2. Basic Review – Limited post-campaign analysis using few metrics.

1. No Formal Evaluation – Success is based on general impressions.

5. Continuous Optimization – Real-time evaluation and agile improvement processes.

None

Hint

8.18 How effectively does your organization conduct competitive analysis?

1. Rare or Informal – Ad hoc competitor research, no strategy.

4. Strategic Analysis – Deep competitive insights inform positioning.

2. Basic Awareness – Some knowledge of competitors’ actions.

3. Regular Benchmarking – Compares performance and strategies systematically.

5. Proactive Intelligence – Anticipates market shifts and disrupts competitors.

None

Hint

9.1 How regularly does your organization support employee well-being through scheduled breaks?

4. Standard break durations with flexibility

5. Structured, adequate breaks with relaxation zones and well-being activities.

2. Minimal breaks; not adequate for relaxation.

1. No scheduled breaks; continuous work.

3. Standard break durations with flexibility

None

Hint

9.2 How effectively does your organization promote work-life balance?

4. Very much: Policies and culture generally support balance.

5. Extremely: Work-life balance is a strategic and cultural priority.

1. Not at all: No clear support for work-life balance.

3. Moderately: Some policies exist, but not actively reinforced.

2. A little: Occasional flexibility, but inconsistent practices.

None

Hint

9.3 To what extent does your organization implement initiatives (including awareness, recognition, and support programs) that promote mental well-being?

2. Ad-hoc – Occasional campaigns with limited reach.

1. None – No initiatives or programs in place.

3. Basic – Awareness programs exist but lack depth or engagement.

5. Strategic – Comprehensive programs with high visibility and impact.

4. Ongoing – Regular initiatives with reasonable participation.

None

Hint

9.4 To what extent does your organization provide mental health resources?

4. Variety of resources available and regularly promoted.

1. No resources or support available.

5. Comprehensive resources tailored to employee needs and actively promoted.

2. Basic resources available but not actively promoted.

3. Resources available and occasionally promoted.

None

Hint

9.5 How actively does your organization provide mental health training for staff and management?

3. Periodic – Some departments trained, but not consistently.

1. None – No training opportunities available.

5. Integrated – Mental health training embedded into development programs.

2. Rare – One-off sessions or limited access.

4. Regular – Ongoing training provided across most levels.

None

Hint

9.6 How established are your Employee Assistance Programs (EAPs) for mental health support?

Employee Assistance Programs = EAP

2. Developing – EAPs exist but lack structure or awareness.

4. Robust – Structured EAPs available and moderately used.

5. Strategic – Well-established, promoted, and widely utilized EAPs.

3. Operational – Basic EAPs offered to employees.

1. Absent – No formal programs in place.

None

Hint

9.7 To what extent does your organization support employees with mental health disorders?

3. Employee assistance programs available, but limited in scope

1. No recognition or support for employees with mental health disorders.

5. Comprehensive mental health support, with dedicated resources and a stigma-free culture.

4. Regular counseling and support groups available

2. Some awareness, but no formal support system.

None

Hint

9.8 To what extent does your organization provide access to mental health support services (e.g., counseling, therapy)?

1. None – No access to professional mental health support.

4. Accessible – Services are available and moderately promoted.

2. Minimal – Limited services available to a small group.

3. Basic – Counseling or therapy services available, but underutilized.

5. Comprehensive – Services are diverse, confidential, well-promoted, and easily accessible.

None

Hint

9.9 To what extent does your organization have strategies or programs in place for stress management?

5. Proactive stress management, with regular check-ins, counseling, and preventive measures.

3. Regular stress relief activities, like meditation or relaxation sessions.

4. Dedicated stress management programs and counseling available.

2. Occasional stress relief activities, but no formal program.

1. No strategies or programs in place.

None

Hint

9.10 To what extent does your organization enforce policies to prevent and address bullying and harassment?

2. Limited – Policies exist but are not enforced or well-known.

4. Strong – Well-documented policies with active enforcement and training.

1. Absent – No clear policies or preventive actions.

3. Moderate – Policies are in place with occasional enforcement.

5. Proactive – Prevention is embedded in culture with regular assessments, training, and strict response mechanisms.

None

Hint

9.11 How effectively does your organization recognize and manage employee burnout?

3. Occasionally – Recognized in some departments, but inconsistently.

2. Reactive – Addressed only after visible decline in performance.

1. Not at all – Burnout is ignored or misunderstood.

4. Proactively – Early signs monitored and addressed through support strategies.

5. Strategically – Burnout prevention is a core HR priority with measurable interventions.

None

Hint

9.12 How available are flexible work options (e.g., part-time, remote work, flexible hours)?

5. Fully Integrated – Flexibility is a core part of work culture and operations.

1. Unavailable: in-office, full-time work requirements.

4. Available – Flexible options broadly accessible with supportive policies.

2. Limited – Flexibility allowed in rare cases.

3. Moderate-Equal split between in-office and remote work; some part-time options.

None

Hint

9.13 To what extent does your organization implement cognitive-behavioral techniques (CBT) or related tools to support mental health?

(Includes practices like stress management training, cognitive reframing, and structured self-reflection tools.)

1. Not at all – No implementation or awareness of CBT practices.

4. Structured – CBT-based interventions are included in wellness initiatives.

3. Occasional – CBT-informed tools offered in select programs.

5. Integrated – CBT techniques are part of ongoing training, coaching, and support structures.

2. Minimal – Basic reference to CBT techniques in general training.

None

Hint

9.14 To what extent does your organization implement effective strategies to foster employee motivation and engagement?

(This includes initiatives such as recognition programs, clear career development pathways, employee involvement in decision-making, and regular feedback mechanisms.)

5. Comprehensive and highly effective strategies that consistently engage and motivate employees.

1. No strategies in place.

4. Regularly implemented strategies that enhance motivation and engagement.

3. Some effective strategies, but inconsistently applied.

2. Limited strategies with minimal impact.

None

Hint

9.15 To what extent does your organization provide resilience-building programs for employees?

1. None – No such programs exist.

4. Regularly offered programs with good participation.

5. Comprehensive resilience-building initiatives that are well-integrated and actively encouraged.

2. Minimal programs; rarely utilized by employees.

3. Some programs available, but participation is not encouraged.

None

Hint

10.1 How would you rate the vacation and leave policies (e.g., vacation, sick leave, parental leave) provided by your organization?"

3. Standard vacation days, occasionally taken

4. Generous vacation days, often taken.

1. No vacation policy

5. Actively encouraged vacations with no-contact policy.

2. Minimal vacation days, rarely taken

None

Hint

10.2 How do you assess the ergonomic quality of your workstation (desk, chair, etc.)?

2. Below average – Some issues with comfort or design.

4. Good – Mostly ergonomic and supportive.

5. Excellent – Fully ergonomic and optimized for health.

1. Very poor – Uncomfortable and harmful to posture.

3. Adequate – Acceptable but could improve.

None

Hint

10.3 How would you rate the layout and accessibility of collaborative spaces?

2. Mostly closed rooms with limited common areas.

4. Mostly open spaces with a few closed rooms for specific needs.

3. Mix of closed rooms and open spaces.

5. Entirely open space optimized for collaboration and innovation

1. Entirely closed rooms without collaborative spaces.

None

Hint

10.4 How would you describe your workplace’s furniture and design aesthetics?

5. Premium – Stylish, functional, and professionally designed.

3. Moderate – Mixed quality with some design value.

4. Modern – Updated and aligned with brand image.

2. Basic – Functional but lacks style or cohesion.

1. Outdated – Old and visually unappealing.

None

Hint

10.5 How effectively does the workspace reflect internal branding and motivation?

3. Moderate branding; some areas designed to reflect company culture.

4. Strong branding with innovative design elements reflecting company values.

2. Minimal branding; basic posters or company values.

5. Comprehensive and attractive internal branding permeating all spaces, inspiring innovation

1. No visible internal branding or motivational design.

None

Hint

10.6 How would you rate the availability and quality of rest and play zones?

3. Adequate – Basic spaces, sometimes useful.

2. Limited – Few, poorly maintained, or ineffective.

5. Excellent – Well-designed, frequently used, and valued.

4. Good – Accessible and fairly engaging.

1. None – No relaxation or play areas available.

None

Hint

10.7 How supportive is your organization of employee fitness and wellness?

5. Comprehensive – Integrated and highly promoted wellness culture.

1. No support – Fitness/wellness not addressed.

2. Minimal – Limited or informal support.

4. Strong – Clear initiatives and good access.

3. Average – Some programs and encouragement exist.

None

Hint

10.8 How would you rate programs promoting general health and well-being?

1. Absent - No health or wellness initiatives.

5. Excellent - A dedicated wellness team, weekly health and fitness classes, partnerships with wellness providers, mental health programs, and significant rewards for participation

4. Strong- Regular workshops on various health topics, bi-monthly fitness challenges, discounts on health club memberships, and mental health programs.

2. Minimal- Infrequent health fairs or one-off workshops on wellness topics

3. Adequate- Monthly wellness workshops, occasional fitness challenges, or health screenings, with minor rewards for participation.

None

Hint

10.9 Access to Clean Drinking Water

2. Basic water access, quality may vary.

3. Standard access to clean water with occasional filtration.

1. Limited or no access to drinking water.

5. Advanced filtration systems, regularly checked for quality; multiple hydration stations

4. Easily accessible, filtered water stations in multiple areas.

None

Hint

10.10 Assessment of the promotion of regular hydration breaks within your organization

4. Regular hydration breaks with reminders.

3. Structured hydration breaks, but not enforced.

2. Occasional reminders about hydration.

1. No emphasis on hydration.

5. Strong emphasis on regular hydration with automated reminders and tracking.

None

Hint

10.11 Are you aware of the health and safety policies and procedures in your workplace?

4. Practice exits four times a year, more learning sessions, team chats about safety.

1. Just the must-do safety rules

5. Monthly practice exits, a team just for safety, top-notch safety tools, always checking and asking everyone..

2. One practice exit a year and a bit of learning about staying safe

3. Practice exits every 6 months and regular safety lessons.

None

Hint

10.12 Availability of Nutritious Meals/Snacks

1. No provision of meals/snacks

3. Balanced meal options available but not emphasized

5. Wide range of nutritious meals/snacks; emphasis on healthy eating

2. Availability of meals/snacks, but lacking in nutrition

4. Healthy meals/snacks options promoted; occasional unhealthy options.

None

Hint

10.13 Availability of Regular Meal Breaks

5. Structured and sufficient meal breaks; emphasis on the importance of regular eating.

2. Very short meal breaks; inadequate time

3. Adequate meal break duration, but no emphasis on regularity

4. Regular meal breaks with some flexibility in timing

1. No structured meal breaks

None

Hint

10.14 Nutrition programs: Quality and Accessibility

4. Comprehensive nutrition programs with expert involvement

2. Occasional nutrition workshops but no continuous support.

1. No nutrition-related programs

3. Regular nutrition programs, but lacking depth or engagement.

5. Extensive nutrition programs, easily accessible, with continuous support

None

Hint

10.15 To what extent does your organization provide health check-ups and assessments for employees?

5. State-of-the-art health assessments with regular check-ups and continuous health monitoring.

1. No provision of health assessments.

4. Comprehensive annual health assessments with feedback and guidance.

3. Annual health assessments provided to employees.

2. Occasional health check-ups but not consistent.

None

Hint

10.16 Therapeutic Support Assessment: Life Coach

4. On-demand life coaching sessions available to employees

5. Full-time, in-house life coach available for regular and scheduled sessions

2. External life coaching referrals provided upon request

3. Periodic life coaching workshops or group sessions

1. No life coaching services available

None

Hint

10.17 Therapeutic Support Assessment: Therapist (Counselors, Psychotherapists

4. On-demand therapy sessions available to employees

2. External therapy referrals provided upon request

1. No therapy services available

5. Full-time, in-house therapist available for regular and scheduled sessions

3. Periodic group therapy sessions or workshops

None

Hint

10.18 Therapeutic Support Assessment: Psychiatrist

3. Periodic Psychiatrist workshops or group sessions

1. No Psychiatric services available

5. Full-time, in-house Psychiatris available for regular and scheduled sessions

2. External Psychiatrist referrals provided upon request

4. On-demand Psychiatric sessions available to employees

None

Hint

10.19 My organization emphasizes passion and genuine interest in our tasks to foster innovation.

Intrinsic motivation refers to doing something because it is inherently rewarding or enjoyable, rather than for external rewards like money, recognition, or pressure. It comes from within the individual—driven by personal satisfaction, interest, or a sense of accomplishment.

2. Occasional opportunities for pursuing interests.

5. Central to organizational operations; intrinsic motivation actively fostered.

1. Work is mainly transactional; little room for passion projects.

3. Regular avenues for employees to pursue passion projects.

4. Intrinsic motivation recognized and rewarded.

None

Hint

11.1 To what extent does your organization promote a growth mindset and learning from failure?

2. Rarely – Occasional support, minimal learning focus

1. Not at all – Failure is discouraged, mindset is fixed

5. Fully – Growth mindset is actively promoted and embedded

3. Moderately – Some encouragement to learn from setbacks

4. Consistently – Challenges seen as learning opportunities

None

Hint

11.2 How effectively does your organization provide training to support growth mindset and innovation?

4. Strong – Targeted programs supporting mindset and innovation

5. Comprehensive – Integrated, ongoing, and strategic support

2. Limited – Some basic training with limited scope

1. None – No training or support provided

3. Moderate – Regular training, not fully integrated

None

Hint

11.3 11.3 How impactful is your reward and recognition system on driving innovation?

2. Low impact – Occasional recognition, minimal effect

1. No impact – Rewards unrelated to innovation

5. Transformative – Innovation is a key criterion in rewards

4. High impact – Regular rewards for innovation efforts

3. Moderate – Some alignment with innovation goals

None

Hint

11.4 How effectively does your organization manage conflict and support positive interpersonal relationships?

3. Conflicts addressed but with potential biases.

4. Systematic approach; regular trainings for conflict resolution.

5. Proactive and effective strategies; conflict seen as growth opportunity.

1. Avoidance based approach; conflicts often ignored.

2. Reactive approach; addressed only when escalated.

None

Hint

11.5 How diverse is your team in terms of backgrounds, skills, and perspectives?

4. Diverse – Wide range of perspectives and skills

3. Moderately – Some diversity in key areas

5. Highly diverse – Diversity is strategic and well-leveraged

1. Not diverse – Homogeneous team composition

2. Slightly – Minimal diversity, limited perspectives

None

Hint

11.6 How adaptable is your team in shifting perspectives and embracing new ideas?

1. Rigid – Resistant to change or new thinking

5. Highly flexible – Constantly shifts and innovates with agility

4. Flexible – Open and responsive to new approaches

2. Limited – Some openness, but slow to adapt

3. Moderate – Occasionally adapts to new ideas

None

Hint

11.7 To what extent do team members feel safe to express ideas and take risks?

5. Strong – Full psychological safety across the team

4. Safe – Most feel comfortable contributing

2. Low – Rarely share ideas openly

3. Moderate – Some openness, but inconsistent

1. Unsafe – Fear of judgment or reprisal

None

Hint

11.8 To what extent are creativity, experimentation, and innovation embedded as core values in your organization?

1. Not emphasized – Innovation and creativity are rarely acknowledged

4. Strongly – Actively promoted across multiple areas

3. Moderately – Supported but not central to strategy or culture

5. Core Value – Deeply embedded in culture, strategy, and daily operations

2. Occasionally – Encouraged in select teams or projects

None

Hint

12.1 How would you describe the emotional response to project outcomes in your organization in terms of intensity and duration?

3. Neutral Emotion and Medium Duration

5. Strongly and Long-lasting happiness

1. Strongly and Long-lasting Sadness

4. Moderately and short-lasting happiness

2. Moderately and short-lasting Sadness

None

Hint

12.2 How would you describe the dominant emotional response when your organization faces major challenges?

4. Moderate and Short-term Trust

3. Neutral / Emotionally Balanced

1. Strong and Long-lasting Fear

5. Strong and Long-lasting Trust

2. Moderate and Short-term Fear

None

Hint

12.3 The common emotion concerning exploring new ideas alternates between disinterest and curiosity.

5. Immediate and Sustained Curiosity

2. Moderate-Term Disinterest

4. Short-Term Curiosity

3. Neutral / No Particular Duration

1. Long-Term Disinterest

None

Hint

12.4 How would you describe your organization’s emotional outlook when forecasting the success of new innovations?

2. Moderate and Short-term Pessimism

5. Strong and Long-lasting Optimism

1. Strong and Long-lasting Pessimism

3. Neutral / Balanced Forecasting

4. Moderate and Short-term Optimism

None

Hint

12.5 What is the dominant emotional response across your organization when decisions are made — regardless of the topic?

4. Moderate and Short-term Satisfaction

3. Emotionally Neutral or Passive Acceptance

2. Moderate and Short-term Frustration

1. Strong and Long-lasting Anger and Resistance

5. Strong and Long-lasting Satisfaction and Buy-in

None

Hint

12.6 What is the emotional attitude toward overcoming setbacks and obstacles?

3. Resilient – Efforts continue with caution

4. Hopeful – Setbacks viewed as temporary

5. Empowered – Obstacles seen as growth opportunities

1. Hopeless – Setbacks lead to disengagement

2. Discouraged – Efforts decline during challenges

None

Hint

12.7 How would you characterize your organization’s cultural preference between individual independence and collaborative teamwork?

1. Strong Preference for Independence (Emphasis on self-reliance and autonomy)

2. Moderate Preference for Independence (Independence is valued more than collaboration)

5. Strong Preference for Teamwork (Team-based approaches are core to the organization’s functioning)

4. Slight Preference for Teamwork (Collaboration is generally preferred)

3. Neutral / Balanced Approach (Equal value placed on independence and teamwork)

None

Hint

13.1 How diverse is your team in background, expertise, and perspectives?

1. Very Low – Homogeneous teams, minimal diversity

3. Moderate – Some diversity across roles and functions

5. Very High – Diversity fully embedded and leveraged

2. Low – Limited variety in background or thinking

4. High – Broad mix of diverse professional and personal backgrounds.

None

13.2 To what extent do cultural norms in your workplace support innovation and adaptability?

4. Supportive – Norms promote change and experimentation

1. Not Supportive – Norms resist change and innovation

5. Strongly Supportive – Innovation is culturally reinforced

3. Neutral – Innovation tolerated but not encouraged

2. Slightly Supportive – Minor openness to new ideas

None

Hint

13.3 To what extent do job titles and hierarchy influence collaboration and decision-making?

2. Titles matter, but some collaboration across levels occurs.

5. Titles are symbolic; all voices are equally heard.

4. Few titles; decisions are made collaboratively.

3. Titles exist, but cross-level teamwork is frequent.

1. Titles strictly define authority and interaction (military-like structure).

None

Hint

13.4 How clearly defined and merit-based are the career advancement opportunities?

3. Based on both tenure and performance.

4. Driven by clear performance metrics.

2. Based mostly on tenure.

1. Only possible when someone leaves or retires.

5. Employees can propose and lead new roles or initiatives.

None

Hint

13.5 How open, collaborative, and multi-directional is the flow of communication and information across departments and organizational levels?

3. Balanced communication with regular updates but limited joint decision-making.

4. Open communication channels support frequent collaboration and resource sharing.

1. Mostly top-down with limited feedback or inter-departmental exchange.

2. Some vertical flow with occasional cross-team sharing.

5. Seamless, real-time information flow across all levels and departments through open, integrated systems.

None

Hint

13.6 How does the organization respond to regulatory, market, and societal changes?

3. Stays compliant; updates when new regulations are announced

5. Collaborates with regulators and even sets industry benchmarks.

4. Prepares in advance for anticipated market/regulatory changes

2. Waits for competitors to adapt to regulations, then follows

1. Only changes when fined or penalized

None

Hint

13.7 How is customer feedback integrated into your innovation and decision-making processes?

5. Operates with a customer-centric model; innovation strategies pivot around evolving customer needs and feedback

4. Regularly incorporates customer feedback in innovation; some flagship offerings directly result from customer insights

3. Has processes in place to gather and review customer input, leading to occasional product/service adjustments

1. Rarely considers customer feedback in innovations

2. Collects customer feedback but lacks systematic utilization

None

Hint

13.8 How actively does your organization monitor and respond to competitors’ innovations?

2. Basic monitoring of major competitors

1. Little awareness or response to competitors

3. Moderate tracking with occasional strategic response

5.Deep market intelligence drives proactive strategies

4. Regular market analysis informs key decisions

None

Hint

13.9 How well do different departments coordinate to achieve goals?

Interfunctional Coordination refers to the collaboration and alignment between different departments or functions within an organization to achieve common goals. It ensures that teams such as marketing, sales, operations, R&D, and customer service work together effectively, rather than in isolated silos.

3. Occasional collaboration with shared objectives

1. Departments work independently with minimal interaction

5. Highly integrated teams with strong cross-functional synergy

2. Limited coordination on selected projects

4. Frequent coordination with aligned goals

None

Hint

13.10 How well do employees understand the organization's goals?

4. Clear communication with solid understanding

1. Goals are unclear or not communicated

2. General awareness exists, but lacks clarity

3. Moderate understanding of long-term goals

5. Fully aligned; goals are internalized across all levels

None

Hint

13.11 To what extent are employees involved in decision-making?

5. Decision-making is collaborative and inclusive at all levels

3. Some employees are consulted on key decisions

4. Widespread input is encouraged before major decisions

1. Decisions are made exclusively by top leadership

2. Employees are informed but not consulted

None

Hint

14.1 How many innovations are currently under development, and what is their estimated market potential?

3. Several, with moderate potential

4. Many, with high potential market value

1. None or very few, with unclear market value

2. Few, with low estimated market value

5. Extensive pipeline, with strong market impact expected

None

Hint

14.2 What percentage of initial ideas or prototypes lead to successful market outcomes?

4. 31–50% – High conversion

1. <5% – Rarely succeed

3. 16–30% – Moderate success

5. >50% – Majority succeed

2. 5–15% – Low conversion

None

Hint

14.3 This represents the savings achieved by streamlining or improving internal processes related to innovation.

1. Less than 5% cost reduction.

2. 5% to 10% cost reduction.

5. Over 40% cost reduction.

3. 10% to 20% cost reduction.

4. 20% to 40% cost reduction.

None

Hint

14.4 What percentage of total revenue came from new products/services launched in the past year?

1. None – 0%

2. Low – 1–10%

5. Very High – >50%

3. Moderate – 11–25%

4. High – 26–50%

None

Hint

14.5 What percentage of total revenue resulted from improvements to existing offerings in the past year?

1. None – 0%

5. Very High – >50%

4. High: 26–50% of the organization's total revenue

3. Moderate : 11–25% of the organization's total revenue

2. Low : 1–10% of the organization's total revenue.

None

Hint

14.6 How successful were newly introduced business models or processes in generating revenue last year?

2. Low – Implemented, minimal gains

5. Very High – Major revenue driver

3. Moderate – Some revenue improvement

4. High – Clear positive impact

1. None – No impact

None

Hint

14.7 To what extent did innovation initiatives contribute to market share growth in the past year?

4. Significant – 5–10% growth.

5. High – More than 10% growth.

2. Minimal – Less than 2% growth.

3. Moderate – 2–5% growth.

1. None – No measurable impact.

None

Hint

14.8 What was the profitability increase due to innovation in the past year?

4. High 11–20% – Strong profitability boost

3. Moderate 6–10% – Noticeable gains

1. None 0% – No change

2. Low 1–5% – Marginal improvement

5. Very High Over 20% – Major contributor to profit

None

Hint

14.9 How quickly can your organization move from concept to market-ready solution?

5. Very Fast – Under 3 months

1. Very Slow – Over 12 months

4. Fast – 3–6 months

2. Slow – 9–12 months

3. Moderate – 6–9 months

None

Hint

14.10 How many new patent applications did your organization submit in the past year?

3. (25 : 50) patents in the past year.

4. ( 50 : 100) patents in the past year.

5. < 100 patents in the past year.

2. (10 : 25) patents in the past year.

1. >10 patents in the past year.

None

Hint

14.11 How many new products or services did your organization introduce in the past year?

4. 6–10

1. None

5. Over 10

2. 1–2

3. 3–5

None

Hint

14.12 how do you perceive the change in media coverage about our organization?

1. Significantly more negative

2. Slightly more negative

3. No noticeable change

4. Slightly more positive

5. Significantly more positive

None

Hint

14.13 How much did ecosystem partnerships contribute to your competitive advantage?

2. Low – Minimal influence

5. Very High – Major strategic advantage

3. Moderate – Some benefits gained

4. High – Clear value added

1. None – No added value

None

Hint

14.14 To what extent did innovation capabilities give your organization a competitive edge last year?

5. Very High – Major strategic advantage

1. None – No competitive benefit

2. Low – Minor differentiation

3. Moderate – Helped maintain parity

4. High – Clear market advantage

None

Hint

14.15 How effectively did innovation support organizational resilience during crises ?

4. Strongly – Aided stability and adaptation

3. Moderately – Helped maintain operations

1. Not at all – No noticeable help

2. Slightly – Minimal support

5. Very Strongly – Was critical to survival and growth

None

Hint

14.16 How many new product or service ideas were introduced last year?

3. Some – 3–5 ideas

5. Extensive – More than 10 ideas

1. None – No new ideas introduced

4. Many – 6–10 ideas

2. Few – 1–2 ideas

None

Hint

14.17 How would you rate employee turnover in your organization last year?

3. Moderate – Occasional turnover: (10 %: 15%) Annually

5. Very Low – Stable workforce: >5% annually

1. Very High – Major loss of staff <25% Annually

4. Low – Rare resignations : (5%:10) Annually

2. High – Frequent exits : (15%: 25%) Annually

None

Hint

14.18 How would you rate current customer satisfaction levels?

3. Moderate – Balanced feedback

5. Very High – Consistently positive feedback

4. High – Generally satisfied customers

1. Very Low – Frequent complaints, dissatisfaction

2. Low – Noticeable dissatisfaction

None

Hint

14.19 How has innovation influenced your organization’s environmental impact?

4. Significantly – Major reduction in impact

2. Slightly – Minor improvements

1. Not at all – No effect

5. Transformational – Sustainability embedded in innovation

3. Moderately – Noticeable improvements

None

Hint

14.20 What level of recognition is given for innovative contributions?

Please select the highest form of recognition provided, even if your organization offers multiple types

4. High – Structured rewards or incentives

1. None – No formal recognition

5. Exceptional – Strategic rewards, promotions, or high-value recognition

3. Moderate – Occasional awards or tokens

2. Basic – Informal praise or mention

None

Hint

15.1 Absenteeism Rate Assessment

5. less than 1% of total working days

2. Between 3%: 5% Annually

3. Between 2 %: 3% Annually

4. Between 1%: 2% Annually

1. Above 5% of total working days

None

Hint

15.2 How often have employees shown signs of burnout or chronic stress over the past year?

5. Never – No signs reported

4. Rarely – Isolated or mild cases

1. Very Frequently – Widely reported, affecting performance

2. Frequently – A common concern in several teams

3. Occasionally – Observed in some departments

None

Hint

15.3 Assessing the Frequency and depth of knowledge sharing sessions or events within your organization

2. Few sessions, mixed content depth.

5. Weekly sessions, deep content and expert insights

4. Bi-weekly sessions, well-researched topics

3. Monthly sessions with relevant topics.

1. Rare sessions with basic content.

None

Hint

15.4 To what extent do employees feel a sense of belonging within your organization?

5. Very High – Strong, inclusive culture

2. Low – Limited to specific groups

3. Moderate – Mixed feelings across departments

1. Very Low – Widespread disconnection

4. High – Most employees feel included

None

Hint

15.5 How would you rate the overall levels of trust, respect, and empathy among employees and leadership?

3. Moderate – Acceptable but needs improvement

5. Very High – Deep mutual understanding

1. Very Low – High conflict and distrust

2. Low – Occasional misunderstandings

4. High – Mostly respectful and supportive

None

Hint

15.6 How satisfied are employees with their current roles and work environment?

1. Very Dissatisfied – Widespread discontent

5. Very Satisfied – High morale and enthusiasm

4. Satisfied – Most employees are content

2. Dissatisfied – Several concerns raised

3. Neutral – Mixed or indifferent

None

Hint

15.7 How actively do employees participate in innovation-related activities or decisions?

4. Frequently – Active participation across functions

2. Rarely – Only a few employees contribute

3. Occasionally – Some involvement in select teams

5. Very Actively – Broad-based ownership and engagement

1. Not at All – No involvement or input

None

Hint

15.8 Assessing the Number of Cross-departmental Projects or Initiatives

3. Moderate: A balanced number of cross-departmental projects, happening from time to time.

2. Low : A few initiatives, but not regularly.

4. High : Many projects involving multiple departments.

5. Exceptional: Almost all projects are cross-departmental, signifying a culture of widespread collaboration.

1. Minimal : Rare to no cross-departmental projects or initiatives.

None

Hint

15.9 How do employees rate the ease and effectiveness of collaboration across teams and departments?

1. Very Ineffective – High friction, poor communication

4. Effective – Smooth in most cases

2. Ineffective – Significant room for improvement

3. Neutral – Functional but inconsistent

5. Very Effective – Seamless and productive collaboration

None

Hint

Please fill in the comment box below.

Thank you test "text after quiz"

Your Name

Your Title

Organization Name

Headquarters Location

Phone

Gender

Your Age

Seniority Level

Education Level

Organization Type

Industry/Field

Organization Size (Number of Employees)

Organization's Annual Revenue

Geographic Presence

Organization Years in Operation

Number of Branches/Offices

Ownership Type

Primary Market

Organizational Structure

What is your organization’s current level of digital maturity?

How would you best describe your natural approach to work and collaboration?

When you hear the word "innovation", which of the following best describes your first thought?

Who is primarily responsible for driving innovation in your organization?

how would you rate your understanding of the innovation concept?

Time's up

Help Us Shape the Future of Innovation

SCROLL DOWN TO BEGIN THE ASSESSMENT

START YOUR ASSESSMENT NOW !

C innovation assessment

Get Your Business Innovation Score today.

HIAM Index

Services

Contacts

©2025 Hiaminnovation, All Rights Reserved.

GOTICTEAM