One anonymous survey. 18 KPIs. One next step.

The Performance Snapshot is the default: 57 questions and one open comment, about 12 minutes per member. The Performance Deep-Dive goes to over 200 questions, twelve per KPI, for teams that want item-level detail.

• Snapshot: team identity (12 questions), the 18 KPIs (39 items), friction (6 items) and one open comment
• Deep-Dive: 12 items per KPI in modules of up to 30 questions, so members can pause and resume
• Five-point agreement scale throughout; works on a phone
• Invitations by email with a personal link, a manual reminder for anyone who has not finished, and a note to the owner when everyone has responded
• Also available: a peer-review template and a student groupwork variant

Every KPI is the mean of its items, so a KPI with three items counts exactly as much as one with two. Input, Process and Output give the value the team creates; Friction is applied as a tax on it. The result is Team Net Value, from 0 to 100.

• 5 Input KPIs, 10 Process KPIs, 2 Output KPIs and 1 Friction KPI (the full list)
• Team Net Value = value points × (1 − friction tax): high friction can take a team all the way to 0
• Up to seven strengths (items at 4.0 and above) and up to seven growth opportunities (below 3.0), at most two growth items per KPI
• Agreement per item from the spread of answers, shown as a hint below eight responses, not a verdict
• Thresholds and formulas are published on the methodology page

Twelve of the Snapshot questions place the team on four dimensions. The combination gives one of 16 identities, each with its typical strengths and the KPIs it tends to struggle with. Identity is a description, not a score: no identity is better than another.

• Focus: internal or external
• Structure: stable or flexible
• Interaction: consensus or drive
• Value creation: optimization or innovation
• All 16 are described publicly on the team identities page

A score alone hides whether the team agrees on it. The Consensus Matrix puts every item on two axes, score and agreement, so a high average that half the team disputes is visible as a hidden concern, not a strength. Then a rule-based engine picks the One Big Thing.

• Four quadrants: strengths, hidden concerns (high score, low agreement), known challenges and unclear
• Silent killers: the low-score, low-agreement items that rarely come up in a meeting
• One Big Thing follows a fixed priority order: survival first, then stability, then growth
• Each recommendation comes with concrete actions, conversation starters and quick wins keyed on the KPI, never on words in the answers
• Expected impact is stated qualitatively; the platform has no outcome data yet and claims none

A second survey template asks each member to rate every colleague on twelve items: competence, integrity and contribution, and the five team dysfunctions after Lencioni. The result is a perception story, anonymised the same way as the main survey.

• Twelve items, rated for each colleague in turn
• Distribution and polarisation per item, so a split team is visible as a split
• A trust network of who rates whom highly, without naming who gave which rating
• Same minimum-response threshold before anything is shown

A team can run a new survey whenever it wants: after a change of leader, after a reorganisation, or simply next quarter. Every survey stays in the team's history with its date, response count and report.

• Survey history per team, with the report of each run
• Start a new survey from any template; members get fresh invitations
• Team members, roles and invitations managed in one place
• An activity feed of invitations, responses and reports for the owner