Customized results for Mass Mutual

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As an organization or line of business we create, test and validate hypothesis to make business strategy and investment decisions, because we know market success requires challenging our assumptions.

  • Somewhat disagree – We do this sometimes but do not enough to see its value.

As an organization or line of business we are heavily invested in iterating on market plays and internal improvements, because we are more about maximizing our opportunities than getting things checked off a list.

  • Somewhat disagree – We don't do this with regularity and if we do, it isn’t transparent and effective enough to see its value.

Within our organization or line of business we are far less interested in preserving our function’s authority than we are in creating aligned and well balanced business capabilities, because our highest purpose is creating competitive advantages for customers.

  • Neither disagree or agree – Not sure if we focus on preserving authority.


We relentlessly gather customer and market data before and after the launch of a product or service and use it to validate the initial idea and/or further investment, while also using it as a source for generating new ideas.

  • Somewhat agree – We do this for initial ideas but not often enough to validate further direction or investment.

Within my organization or line of business people are willing to put themselves and their ideas second when someone of equal or lower position within the organization has a better idea, and quickly find ways to support it for the growth and improvement of the organization.

  • Somewhat disagree – We do this sometimes but do not really use it as a real opportunity to grow people.

Within my organization or line of business it’s typical that both leadership and the product development team, i.e. everyone who has a hand in strategy and product development, has meaningful ‘idea shaping’ experience with the target customer(s) and not just the solution.

  • Neither disagree or agree – Not sure if we do this.

Your Diagnosis: “Response Constrained”


Companies in this Response Constrained quadrant live the dilemma of “knowing, but not being able to act upon knowledge fast enough”. They can sense, but are slow to respond. These organizations may practice agile within departments with some success, but do not have a strong connection to the rest of the business. As a result, they are in inhibited in their full go to market response.


By being response constrained, you are building the right things (based on sensing the market) but not delivering with the go to market capabilities that require other departments. The company has been practicing agile within delivery for some time with success. The delivery department has adopted scaled agile practices (such as the SAFe, Scrum @ Scale, Less, Nexis, etc) that incorporates product decision guidance from a product owner, who is striving to understand the customer desires and respond with products the customers will value. The company’s  scaled agile practices are stuck in delivery, without the connection from the three customer-facing business pillars, they are limited in how well they can respond.

The company cannot respond in time since they are only as fast as the slowest pillar, which impacts the product go-to-market effort as the other pillars lag behind, causing major delays.

How to Become Pivot Enabled?

This quadrant is ideal for companies who want to be able to sense and respond to changes as they emerge. According to a survey of 150 executives scaling agile in 2017 only 12%* of companies are built to compete (CA Technologies,“The State of Business Agility”). Companies that operate in this pivot-enabled quadrant achieve alignment throughout their entire business, including delivery, finance, marketing and the channels. As a result, these companies are able to respond to disruption and at times even shape disruption.