An example report for a whole organization. The organization is invented. The scores come from the real scan. Every pattern has a first move: one small step to test it where you work.
Organization-wide scan
Kaishi Demo BV
- Leaders · 1
- Managers · 4
- Employees · 13
Aspiration
Permission
Capability
Connection
Courage
UrgencyThe organization's score is the average of the role averages. Each role counts once.
Participation
Who took part, and how often each role answered “I don’t know”.
- Leaders
1 of 1completed
100%0% don’t-know - Managers
4 of 4completed
100%4% don’t-know - Employees
13 of 13completed
100%1% don’t-know - Partners and customers
11 of 11completed
100%5% don’t-know
What the answers show
Where roles disagree, a pattern shows. Each pattern carries a confidence level. It rises as more roles answer and show the same gap.
- Indicative· One role
One role's answers point to it. Nothing has tested it yet.
- Probable· Two roles
A second role answered, and the two differ.
- Confirmed· Three roles
A third role's answers show the same gap.
What to act on first
Patterns that block innovation the most come first, then by how many roles agreed on it. Each shows what one side says beside what the other side lives.
The organization's answers decide which patterns appear, not how much each one blocks innovation.
Courtesy Consultation
Confirmed· Three rolesConnectionBlocks innovationCustomers and partners are asked for input, but rarely see what it changed.
versusManagers say · 4 answered
How involved are customers in your organization's innovation work?
5.0on average
Partners experience · 5 answered
We conduct joint experiments, pilots, or prototypes together in this partnership.
1.6on average
First conversation
A move for managers, together with partners and customers:
Leaders regularly tell partners and customers what their ideas changed.
How this was judged
A pattern shows when the answers cross set cut-offs. The exact test:
E5 ≥ 4.0 (claim) AND P7-06 < 3.0 AND P8-09 < 3.0 AND P7-13 < 3.0 AND P8-26 < 3.0 — co-creation claimed embedded while partners and customers both report it absent (conservative both-below read of AVG(P7-13,P8-26) < 3.0).
Collaboration Theater
Probable· Two rolesConnectionBlocks innovationCross-team collaboration is announced as the way of working, while people innovate inside their own team because reaching another is too hard.
versusManagers say · 4 answered
What % of innovation teams include members from 3+ departments?
100%answered 50–59%, 60–69%, 70–79%, 80–89%, 90–100%
Employees experience · 13 answered
In past quarter, how many people outside your team did you collaborate with on innovation?
85%answered 0
First conversation
A question for managers, together with employees:
Map who actually worked with whom on the last three innovation efforts, and compare it with the squad chart.
How this was judged
A pattern shows when the answers cross set cut-offs. The exact test:
BU3 in the 50–59% band or above for at least half the managers AND P1b = 0 AND P2 = 'impossible' — managers say more than half of innovation teams mix departments, while a majority of employees report zero cross-team collaborators and found cross-department expertise impossible to get.
Every pattern in this round
All 12 patterns this round found, with dimension and confidence level. The full report opens all of them.
- Courtesy ConsultationConnection · Open aboveConfirmed
- Collaboration TheaterConnection · Open aboveProbable
- Permission ParadoxPermissionConfirmed
- Strategy FogUrgencyConfirmed
- Inside-Out InnovationUrgencyProbable
- Paper PartnershipsConnectionProbable
- Expertise MirageCapabilityIndicative
- Innovation Lip ServiceAspirationIndicative
- Value Translation FailureUrgencyIndicative
- Resource IllusionCapabilityConfirmed
- Hidden QueueCapabilityIndicative
- Repeat OffenderCapabilityIndicative
The full report has 10 more patterns, across all six dimensions.