THE SPARK and ANVIL AUDIT

Most organizations don’t struggle with innovation because of a lack of ideas. They struggle because their teams are stuck on one side of the spectrum. This quick, 5-minute audit will reveal where your imbalance is limiting growth, slowing momentum, and quietly killing great ideas before they ever see daylight.


If you’re ready to understand why your innovation efforts feel harder than they should and what to do about it start the audit below.

When you finish, we will review your response and share a clear profile of your Wonder/Rigor balance
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1.
In the last quarter, how much of your team’s time was spent on unstructured exploration or idea development (not tied to a deliverable)?
A. 0–5% — Exploration is a luxury we don’t have.
B. 6–15% — Happens occasionally, usually squeezed in around deadlines.
C. 16–30% — We set aside time, but it often gets repurposed for “urgent” work.
D. 31%+ — Curiosity time is intentionally protected and culturally supported.
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2.
When new ideas emerge, what happens first?
A. They’re usually dismissed with “we don’t have time for that.”
B. Someone collects them, but they rarely go anywhere.
C. We discuss them and occasionally test one when bandwidth allows.
D. We have a defined intake process that encourages exploration.
SECTION 2 — The Execution Pathway (Rigor)
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3.
How many layers of approval does a genuinely new idea need to clear before receiving even a small pilot budget?
A. 5+ layers — It’s easier not to try.
B. 3–4 layers — Possible, but painfully slow.
C. 1–2 layers — Clear path as long as the idea is strong.
D. 0 layers — Small experiments are empowered at the team level.
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4.
How often do great ideas get delayed or abandoned due to process hurdles (forms, approvals, committees, governance)?
A. Almost always — Process is the biggest barrier.
B. Frequently — It feels like pushing a boulder uphill.
C. Occasionally — Some friction, but manageable.
D. Rarely — Our processes enable experiments, not block them.
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5.
How predictable and disciplined is your team at executing pilot tests or experiments?
A. We rarely pilot anything.
B. We pilot ideas inconsistently and without clear criteria.
C. We run pilots with some structure, but follow-through varies.
D. We run disciplined pilots with timelines, metrics, and decision points.
SECTION 3 — The Cultural Rhythm (The Toggle)
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6.
When a pilot or experiment “fails,” what is the typical cultural reaction?
A. We avoid the word “failure” entirely—everything is a “delayed success.”
B. It’s quietly brushed aside; people move on quickly.
C. The learning is acknowledged, but not widely shared.
D. Failed experiments are openly celebrated for the insights gained.
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7.
How often does your organization deliberately switch between Spark (exploration) and Anvil (execution) in a structured, intentional way?
A. Never — We live in constant execution mode.
B. Rarely — The switch only happens when a crisis forces it.
C. Sometimes — It depends on the team or leader.
D. Regularly — We have rhythms, rituals, or cadences that support toggling.
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8.
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Organization
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