Institutional DNA Profiler

Primary decisions are guided by mission rather than revenue

New programs are evaluated on mission fit before financial viability

We would decline funding that conflicts with our purpose

Decision-making authority is spread across multiple levels

Teams have significant autonomy in how they achieve goals

Information flows freely across organizational boundaries

We prioritize long-term impact over quarterly results

Strategic planning extends beyond 5 years

We invest in capabilities that may not pay off for years

We encourage experimentation even with uncertain outcomes

Failure is treated as learning, not punishment

We allocate resources to high-uncertainty, high-potential initiatives

External perspectives are actively sought and valued

We share our methods and learnings publicly

Collaboration with external partners is common and valued

We can pivot strategy within months when needed

We regularly revise our assumptions and models

New approaches are adopted when evidence supports them

Stakeholders have genuine voice in governance decisions

Governance processes prioritize inclusion over efficiency

Power is distributed rather than concentrated

We invest significantly in research and understanding

Reflection and review are built into regular operations

We measure understanding as well as output