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BOLD GROUP SERVICESOUTCOME-LED / EVIDENCE-DISCIPLINED
INNOVATION TEAM ASSESSMENT

Build an innovation team that can think differently — and work as one.

See how your innovation team thinks, where its strengths and gaps lie, and how to make those differences work together.

SCROLL FOR THE ENGAGEMENT
01THE PROBLEM

Capable people, and the work still stalls at the same point

Innovation work asks for different contributions at different moments: finding the opportunity, framing the problem, developing the idea, evaluating the options, and driving implementation. Few people are equally strong at all five, and no team needs them to be.

What usually happens instead is that a team defaults to the preferences of whoever is most senior or most insistent, and the stages nobody is drawn to get less attention than they need. The gap is rarely visible while the work is going well. It shows up as the same kind of project failing at the same stage.

That is a team design question, not a talent question.

02THREE LENSES

What we look at

Three lenses, applied to each member of the team and then to the team as a whole.

Cognitive communication style

How a person takes in information, and how they make themselves understood. Two people can agree entirely and still fail to hear each other.

Decision profile

How a person frames a problem, what they treat as evidence, which assumptions they test, and how they arrive at a decision.

Motivation analysis

What draws a person into the work, what they protect, and what causes them to disengage from it.

These are patterns and tendencies, not measurements. Nobody is scored, ranked, or sorted into a type that determines what they can do.

03HOW IT RUNS

How the assessment runs

A structured depth interview of about ninety minutes with each participant, conducted by a Bold Group founder rather than delegated. The interview is a conversation about how the person actually works, not a questionnaire.

Individual findings are then mapped into a single team picture: where the team is concentrated, where it is thin, and which tensions are productive rather than accidental. The team sees that picture together in a facilitated debrief, and the design decisions follow from the discussion rather than from the report.

04DELIVERABLES

What you receive

Core deliverables

  • Individual findings on thinking and working preferences, explained to each participant.
  • A team profile showing distribution, strengths, tensions, and gaps.
  • A facilitated team debrief.
  • Role and contribution recommendations tied to your innovation process.
  • Team working agreements and decision routines.

Coaching plan included

A written 6 to 12 month coaching plan for carrying the design into real work. Delivering that coaching is a separate engagement.

Optional application

Application to one live innovation challenge.

05WHAT IT IS NOT

What this is not

We do not profile people in order to label them. We use the team map to design how they will work together through a real innovation process.

  • It is not a psychometric test and produces no score.
  • It does not predict who is or is not an innovator.
  • It is not a selection, promotion, or performance-management instrument, and must not be used as one.
  • It does not replace your HR, occupational health, or organizational development functions.

Those boundaries are part of the engagement terms rather than a disclaimer. An assessment that could be used against a participant would not get honest answers from them, and the work would be worthless.

06YOUR DATA

How the information is handled

This engagement collects personal information about identifiable employees and forms views about how they work. That deserves stating plainly rather than burying.

  • The purpose is agreed with the sponsor before anything is collected, and participants are told what it is.
  • Participants are told what is collected, who will see it, and what will be decided with it, before the interview begins.
  • Each participant has their own findings explained to them.
  • Only what the stated purpose needs is collected.
  • Retention and deletion are agreed in writing, and results are not reused for any unrelated employment decision.

Thailand's PDPA governs this whether or not the report is confidential, because it governs collection, use and disclosure rather than publication. The protocol is agreed with you before the first interview.

07WHO IT'S FOR

Who this is for

  • A newly formed innovation team, before its ways of working set.
  • An existing team that keeps stalling at the same stage of its work.
  • A leader who has capable individuals and an underperforming group.
  • An organization building innovation capability that needs the team design to hold after the engagement ends.
08WHEN NOT TO CALL US

When Bold Group is unlikely to be the right partner

  • The intent is to identify who should be removed from the team.
  • The results are wanted for selection, promotion, or performance rating.
  • Participation would not be genuinely voluntary.
  • A score or a ranking is expected rather than a design decision.
  • The sponsor cannot act on what the assessment finds.

If this rules you out, describe the outcome anyway — another engagement may still fit, and we will route it.

Describe the outcome
09COMMON QUESTIONS
Is this a psychometric test?

No. It is a structured interview conducted by a practitioner, and it produces a description of preferences and a set of design decisions rather than a score. Nobody is ranked and nobody is assigned a type.

Will the results be used in performance reviews?

No, and that is a condition of the engagement rather than a preference. Results are for team design and individual development, and reuse for selection, promotion or performance rating is excluded in writing. An assessment that can be used against a participant does not get honest answers.

What does each participant see?

Their own findings, explained to them directly. Participants are told before the interview what is collected, who will see the team profile, and what will be decided with it.

How long does it take?

About ninety minutes of interview per participant, plus the team debrief. Elapsed time depends on team size and availability, and is agreed during scoping rather than promised in advance.

Does the whole team have to take part?

The team map is only as good as its coverage, so significant gaps in participation produce a partial picture and we will say so. Participation still has to be genuinely voluntary; a compelled interview is not worth conducting.

10START HERE

Which stage does your innovation work keep stalling at?

Describe the team, the work it owns, and where it loses momentum. We will tell you whether an assessment would explain it, or whether the constraint is somewhere else entirely.

Discuss the outcome that matters