Autodiagnóstico DISRUPT®

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Answer the 7 DISRUPT® questions and I'll send you your Transformation Plan towards scaling.

D - Define the Transformative Purpose *

1 - I don't have a clear purpose and I don't really understand what it is.
2 - I have a purpose, but it's in my head, it's not down on paper and my team members don't use it in their daily decisions.
3 - There is a purpose, it's on the website and in some of our communications, but my team members don't use it in their daily decisions.
4 - There is an MTP (Massive Transformative Purpose), it's public at the local level but some of my team members don't use it in their daily decision-making.
5 - We have a clear MTP, it's public on a global scale and all team members rely on it for important daily decision-making.

I - Implementation of a Winning Strategy *

1 - I don't have a clear strategy, I'm looking to improve on last year's results and I make all decisions based on how things pan out.
2 - At the end of the year, I spend time thinking about the results obtained and design a strategy that I share with my management team. We don't revisit the strategy, we just watch how the results are going month by month.
3 - At the end of the year, we meet to analyse the results obtained, we define the expected results for the following year and each department designs a strategy that is then deployed among the members of their teams.
4 - The strategy is designed annually and reviewed based on quarterly results. The strategy is led by members of the management team and cross-functional teams are created according to the projects arising from the strategies.
5 - We have a numbers-based strategy that fits perfectly with what we want to earn in 12 months, which is broken down into quarters and is shared with each member of the organisation, with whom we have jointly designed the Winning Tactics. We work with OKRs from strategy through to operations.

S - Select Key Results to Scale *

1 - I don't have key indicators, I look at the revenue month by month and if there is money in the bank to cover expenses.
2 - We work with business and process KPIs that we monitor in an Excel sheet, which allows us to make decisions month by month. Business KPIs are not shared openly with the entire organization.
3 -We work with OKRs in the management team and the rest of the organization with KPIs that are led by department managers and their teams.
4 -We work with OKRs that we deploy in each department independently. We do not have OKRs for multidisciplinary teams.
5 - All teams work with OKRs clearly connected to Company’s OKRs. Only Key Business Indicators are selected as Key Results and monitored on a weekly basis. We adapt the OKRs on a quarterly basis, in order to meet the client’s and the market’s changing needs

R - Redesigning the Organisation around High-Performance Teams *

1 - My organisation is structured by departments, each with their objectives, and by hierarchical levels that channel commands and communication.
2 - My organisation works in teams that communicate with each other in the cross-departmental projects they're involved in to achieve the objectives set by management.
3 - There's a goal deployment system that involves questioning the resources we need to undertake our projects, with joint decision-making by the management and the teams themselves.
4 - We work with OKRs, and this allows us to deploy our business goals and create OKRs for the teams in each department.
5 - We're constantly redesigning our organisation based on the results the business needs by building an ecosystem of decentralised, fully empowered and accountable high-performance teams whose mission is to achieve their OKRs by focusing on delivering value to clients and generating profitability for the business.

U - Using human talent by developing facilitative leadership *

1 - Leadership is something you either have or you don't. We look for the best leaders on the market, with the best possible talent and at the best possible price.
2 - We have a budget for leadership courses for middle and senior management looking to develop their skills and lead their teams.
3 - Leaders and middle managers go through a training process that we use as a record of their progress in annual performance appraisals.
4 - We define leadership development plans based on the annual budget and find coaches to help us implement them in each department.
5 - The culture of my organisation has been built on strong values that we uphold in our day-to-day work, creating challenging business scenarios while caring for all employees as they execute their strategies and use their talent to impact their OKRs.

P - Powering-up results with agile management systems *

1 - We don't have a management system. We meet when necessary, when we have a problem with a client or when difficulties arise. We try to have as few meetings as possible because they are a waste of time.
2 - At the end of each month, once we've seen the results, we hold a meeting if things are going badly to take the necessary decisions, defining the person in charge and clear implementation dates.
3 - We have daily control meetings, weekly planning meetings and monthly results meetings. All actions are noted in a shared Excel file, with the dates and person responsible, that we review every two weeks. The aim is to execute as many actions as possible
4 - We have meetings based around agile methods, with daily, weekly and monthly routines and an escalation system so that important decisions are made by the Directors.
5 - We have an agile management system in place within each high-performance team, with routines for weekly OKR results reviews and to prepare weekly sprint execution, as well as quarterly and annual OKR transitions.

T - Transcending the business model with exponential technologies *

1 - I'm not too sure what a business model is. My job is to find clients and provide them with whatever they ask for, adapting to the changes that occur in the market.
2 - I'm familiar with the concept of a business model but I've never used one as a strategic tool.
3 - I know my business model, I have it mapped out and I review it at the end of every year when I evaluate the results.
4 - I have a map of the business model based on something like the Business Model Canvas that allows me to connect my value proposition with customer segments. I review and adapt it at the end of the year.
5 - I work together with my team on my business model map, looking for ways to alter it for the purpose of scaling, experimenting and iterating every 90 days. I use Exponential Organisation-type methods and attributes to provoke and challenge the business model.

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KEY RESULT S. L es el Responsable del tratamiento de los datos personales de la persona usuaria y le informa de que estos datos se tratarán de conformidad con lo dispuesto en el Reglamento (UE) 2016/679, de 27 de abril (RGPD), y la Ley Orgánica 3/2018, de 5 de diciembre (LOPDGDD), por lo que se le facilita la siguiente información del tratamiento: Fin del tratamiento: recabar la información necesaria para el envío del plan de transformación requerido por el/la interesado/a Legitimación del tratamiento: el consentimiento del interesado al responder a las preguntas detalladas en el autodiagnostico (art. 6.1.a RGPD). Criterios de conservación de los datos: se conservarán durante no más tiempo del necesario para mantener el fin del tratamiento o existan prescripciones legales que dictaminen su custodia y cuando ya no sea necesario para ello, se suprimirán con medidas de seguridad adecuadas para garantizar la anonimización de los datos o la destrucción total de los mismos. Comunicación de los datos: no se comunicarán los datos a terceros, salvo obligación legal. Derechos que asisten al Usuario: - Derecho a retirar el consentimiento en cualquier momento. - Derecho de acceso, rectificación, portabilidad y supresión de sus datos, y de limitación u oposición a su tratamiento. - Derecho a presentar una reclamación ante la Autoridad de control (www.aepd.es) si considera que el tratamiento no se ajusta a la normativa vigente. Datos de contacto para ejercer sus derechos: KEY RESULT S. L. Plaza de la Libertad, 9 2 A - 09004 BURGOS . E-mail: info@yonvalverde.com Para continuar debe aceptar que ha leído y está conforme con la cláusula anterior.

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