Your business conducts little to no research, analysis, or design when embarking on technology projects.

Some business, functional, and technical requirements are uncovered before technology projects start, but there is no MVP prototyping and testing of ideas and assumptions before investment in development is made.

Your business, functional, and technical requirements are thoroughly detailed, and MVP prototyping is leveraged. But it is not done consistently with the input of all stakeholders that may be impacted by the solution.

All your projects involve formal research with the market, customers, and business stakeholders.

Your solutions are co-created with a diversity of perspectives and assumptions are explored with prototypes. Learnings are well documented and carried into development.

You experience difficulty in attracting technology talent.

In general, retaining talent in your team is very difficult. Technology and business areas are divided, with a lack of empathy both ways.

Your technology recruitment is handled by HR and you have challenges finding the right talent.

You have high churn and lose IP as individuals leave. Your team is qualified and capable, but there are frequent breakdowns between business and IT.

You attract quality technology candidates to your team, but not at the scale you require.

You are directly involved in the recruitment process and achieve good offer acceptance rates. Your team members are loyal, and you have an established and effective performance feedback and growth process. Business and technology teams work in harmony, sharing common values, goals, and constraints.

Your brand and culture are well known, and can attract premium skills.

There is willingness between your teams to support each other, across job functions. Your people are inspired to go above and beyond because of their belief in business goals. Your people have the opportunity to experiment and improve processes.

Your organisation does not have a well-defined or widely used process for coordinating teams and systems when creating and maintaining software to support the business and customers.

Your projects are planned with month-based milestones, but there is little iteration and nimble prioritisation.

Software solutions are released during a specified timeframe with manual intervention for quality assurance and releases.

Your projects are planned with milestones based on business priority through short iterative cycles. But prioritising is difficult and learnings are not leveraged.

Software solutions are deployed consistently through automation for releases and quality assurance.

Your organisation embraces iteration in your way of working.

Teams have clear purpose. Product owners are aligned, and there is zero waste in efforts. Time and cost estimations are accurate, and milestones always met. Software solutions can be deployed daily or hourly, and automation eliminates human error.

The majority of your core systems are using outdated technology, and there are inconsistent or complex architectures which are difficult to integrate with.

Software solutions are delicate, error prone, and need rigorous interrogation before going live.

Part of your technology stack is legacy, and part is modern and long-term vision aligned.

Documentation and a shared understanding of the overall architecture is lacking or inconsistent. Software solutions are not always reliable or error prone.

Your technical architecture is fairly well-understood, but technologies and approaches can be inconsistent, and sometimes difficult to change.

There are concerns around stability, dependencies, and overall resilience.

Your technical architecture of all software solutions are flexible and easy to change. Reliable and effective technologies are used to support all modern use cases.

All software quality is assured. Solutions are stable, scalable, and your data is completely protected.

Your business decisions are based on gut feel from experience and intuition.

Data is not being collected to inform the business on products/services, or operational decisions.

Your business decisions leverage experience and intuition for the most part.

Some data and reports are available but are not used due to friction in access, incompleteness, or lack of trust in the accuracy of the data.

Your business decisions are informed by reports, but gaining real-time insights is difficult to access or interpret.

Applied data processing and data science is not used to improve the value proposition of products/services, or improve operations.

You base all business decisions on readily available insights derived from real-world data.

Product and service offerings leverage data in how they operate, including a 360 view of the customer, real-time analytics tracking, and goal tracking using automated metrics.