Surviving disruption:
how fit is your business?

INDUSTRY VULNERABILITY

Readiness

1/12
Executive leadership has a clear strategy for the impact of new technologies on our industry
. . . .
Strongly disagreeStrongly agree
2/12
We develop & roll out new, innovative products or services
. . . .
Strongly disagreeStrongly agree
3/12
We are more focused on new markets and less on established markets & competing for existing demand
. . . .
Strongly disagreeStrongly agree
4/12
We have leadership roles dedicated to innovation & digital transformation
. . . .
Strongly disagreeStrongly agree
5/12
We encourage our people to develop relationships & ideas outside of their functions & the business
. . . .
Strongly disagreeStrongly agree
6/12
Our structure is reasonably flat, with easy access to senior members of the team
. . . .
Strongly disagreeStrongly agree
7/12
Business is conducted mainly through digital channels rather than traditional ones
. . . .
Strongly disagreeStrongly agree
8/12
We are continually experimenting with new channels, markets & customer segments
. . . .
Strongly disagreeStrongly agree
9/12
We accept that failure is part of searching for innovations & we have flexible investment criteria to facilitate this
. . . .
Strongly disagreeStrongly agree
10/12
We have embraced agile development methodologies & our people are well versed in using them
. . . .
Strongly disagreeStrongly agree
11/12
Our employees come from a wide variety of backgrounds - there is no typecast model
. . . .
Strongly disagreeStrongly agree
12/12
We encourage our employees to move around, so they gain experience across different areas of the business
. . . .
Strongly disagreeStrongly agree

READINESS

0/60

Assets

1/12
We have a strong brand identity & our target audience knows exactly what makes us different
. . . .
Strongly disagreeStrongly agree
2/12
Our brand appeals to multiple customer segments & crosses the boundaries of other industries
. . . .
Strongly disagreeStrongly agree
3/12
We have recently invested significantly in our technology platforms & infrastructure
. . . .
Strongly disagreeStrongly agree
4/12
We have embraced cloud, social & mobile technologies as part of our platform strategy
. . . .
Strongly disagreeStrongly agree
5/12
Data is at the heart of our business - we use analytics to drive decisions
. . . .
Strongly disagreeStrongly agree
6/12
We have recently made significant investments in our data analysis capabilities, processes & tools
. . . .
Strongly disagreeStrongly agree
7/12
At the outset, we invest time to understand the relevance of an innovation to our customers
. . . .
Strongly disagreeStrongly agree
8/12
We rapidly pilot new products or services with users to test validity & assess market potential
. . . .
Strongly disagreeStrongly agree
9/12
We invest in understanding how new technologies might create value for us & our customers
. . . .
Strongly disagreeStrongly agree
10/12
We have digital champions at all levels & across all functions of our business
. . . .
Strongly disagreeStrongly agree
11/12
Our leadership team embrace innovation & challenge established thinking
. . . .
Strongly disagreeStrongly agree
12/12
We have an environment where decisions can be made quickly, with clear roles & responsibilities
. . . .
Strongly disagreeStrongly agree

ASSETS

0/60

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YOUR results

Combined Digital Fitness Score

0/60
How do you compare?

Industry Average

26

Tool Average

( ≤ 20 = Healthy 21-39 = Caution ≥ 40 = Unhealthy )
The breakdown

Readiness Score

0/60

Assets Score

0/60

Industry Vulnerability Score

0/60

How can Elixirr help?

We can help your business develop and deploy the business and operating models it needs to survive in the face of disruption. We'll help you anticipate and prepare for the inevitable disruption coming from non-traditional competition – competition you might not even know is there.

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