We are fairly risk averse, and people are afraid of failure; failures are blamed on people

Risk taking happens occasionally; failures are mostly blamed on the process

Thoughtful risk-taking is encouraged; failures are celebrated as a learning experience

Decisions come top down from leadership and teams are in charge of executing

Teams have specific guidelines for which decisions they can make

Leadership provides the high level plan and guidelines, but teams are empowered to make decisions and are accountable for the results

Groups talk to each other primarily when required by leadership (e.g. formal planning)

We consistently engage in cross-organization planning and engagement

We frequently collaborate both internally and across the entire ecosystem

Learning and development is left up to individual employees on their own time, with a lot of tribal knowledge but few best practices

Learning and development is an HR function, with annual requirements and dictated courses based on role, and best practices shared in silos

Our organization is an open learning environment that shares best practices and development happens on the job by doing (in addition to formal training)

Data and customer insights are fragmented and siloed between various systems and/or groups

Data and customer insights are centralized on a common cloud-based platform

Data and customer insights are shared across our entire ecosystem (internally and externally)

All our technology systems are rigid and on-premise; new products or features are released infrequently

Our technology systems are generally hybrid (on-premise and cloud); release cycles can be inconsistent

Our technology systems are primarily cloud based, supporting SAFe agile development and frequent releases

We don’t have formal experimentation processes and experimentation efforts are viewed as peripheral

We have early experimentation with innovation (hackathons, digital factories, etc.), but not always aligned to business strategy

There is frequent experimentation with successes scaled into the broader business; most employees are engaged in these efforts

New ideas (projects, services, ways of working) come from executives with the most seniority and authority

New ideas come from team or department leaders, or their peers in other departments

New ideas can come from any level of the company, or from our customers –– and are all given due respect

Few employees understand human-centered design principles, and they are not embedded into our approach

Customer-facing groups like sales and marketing use journey maps, segmentation, ethnography and design-led principles

We approach everything through the lens of a customer’s “job to be done”

We primarily compete on price, and are margin driven above all else

We see both price and customer experience as part of competitive advantage

We embrace customer experience as the basis of our competitive advantage, even if it impacts margins