Complete a 5 minute 30 question diagnostic to receive instantly a one-page pdf of your profile. If you wish to compare your views with those of your colleagues you can enter your own Group number so we can provide more in depth analysis of groups. If you have come to this page having completed the Joined-Up diagnostic, thank you!

What the diagnostic tells you

We hope the visual nature of the one page report will give you intuitive insight into where you may wish to prioritise your strategic initiatives.

Copyright Roolas Pty Ltd 2019

Copyright Roolas Pty Ltd 2019


The six areas of the Joined-Up model are designed around the three key stakeholders - Owners, Customers, and People. While we can aspire to specific Results, a particular Brand reputation and desirable levels of engagement these are OUTPUTs, and much of our efforts must be focused on Proposition, Values and the Business Model as INPUTS.

The Kokorazashi character at the centre highlights the need for a joined up organisation to Align Vision into Action - specifically results, founded on solid principles and values. At the top are the “Hard” elements of a business, at the bottom, the Softer, human and emotional elements. We need both. Often the harder elements are associated with immediacy and short term, the softer with sustainability, relevance and the longer term.

Your diagnostic aggregates the scores of the individual five questions in each area to provide an indicator of strength. Green shows that you have an adequate (although not necessarily perfect) grasp, Red shows significant gaps (usually one or two questions bring this level down. Amber is of course somewhat in between but often why this is amber is the key to any future initiative.

However it is the combination of these elements that provide the greatest insight. 5 greens and a red leads to a straightforward conclusion but, in our experience, if the questions have been honestly answered, more than one area red or amber leads to some powerful conversations.

You can hold these conversations with your management team or contact us to explore the more in depth analysis from your responses. If you are based in Australia, you can also book a time for a short free telephone consultation.


Results Focus

These questions explore how you are aligned to the ownership or patronage of the organisation including how well you define objectives and monitor performance.

Even a simple “are you happy with the results?” often blends debate about the right measures with systems, visibility and confidence about the future. Often a well controlled business in terms of financial controls and general governance can be a Red or Amber because they do not have long term confidence in sustained results and do not have a robust risk management framework.

Often the first step for a better results focus is to develop a clear strategic roadmap with a balance between financial and non-financial measures.



These questions explore how well you have defined your offer ( whether a product or service) and how well you compete.

In a competitive environment which is increasingly disruptive this area is often one that scores low. This area is different from the Customer Awareness and Brand questions in that this tests the alignment to customer needs and a distinct competitive positioning.

Low scores in this area need addressing as a priority since this is one of the principle drivers of results.

Often first steps include a very specific focus on customer segments, define the dimensions on which you compete and then, for those segments, identify those which allow you to differentiate against existing and emerging competitors



The questions are framed as “Customer / Client Awareness”. These questions test how aligned your brand is to the customer and how well your organisation understands customer requirements. Most businesses aspire to do well but the questions are designed for you to be honest about whether the way you think about your customers is reciprocated by them! Often businesses guess rather than “know”. In a world of disruption, brand perceptions can change rapidly.

As a business built by the founder scales up, the ability of the founder to keep abreast of the market gets harder and greater dependency is needed on good systems and the organisation to ensure the strength of customer affinity remains.

Often the first step is to initiate senior executive (CEO) conversations with customers about their direction or conduct market research to validate assumptions. It is a common myth that focused market research is expensive - the alternative is to fly blind!



These questions explore what you stand for; the way we do things round here. “Values” is a label for a broader statement of Underlying Principles, The Founder’s values, and Beliefs built up over time.

The questions are intentionally focused on Conversations. Values are famous for being written down in “Value statements” and plastered over walls and mousemats, but it is how the organisation’s culture is discussed is at the heart of both Brand and Engagement elements.

Are you authentic? Are the espoused values useful, distinctive and compelling?

Ambers and Reds here often are hidden since respondents feel a need to be aspirational. As Jim Collins would say “confront the brutal facts”

Often the first step to ensure the values and principles are useful to drive desired behaviours is to workshop an executive team to test the value descriptions that genuinely reflect the organisation and are compelling and distinctive.



These questions explore how your "people" - employees, volunteers, sub-contractors, suppliers behave and gain fulfillment from working with you. We also address the “war on talent” - the battle to attract and keep great people at all levels.

People who work with you are looking for “fulfilment” - a complex idea but very rarely centred around money. This tests both alignment and engagement. People behave through a combination of the values of the organisation and how the business model is designed. Often there is a mismatch between the two, reducing engagement.

This section also explores the tightness of the executive team. A dysfunctional executive leads to silo mentality, destroying engagement on the way. Amber results often reflect an organisation that have much in place but undermined by the executive team score - if you are honest!

Often the first step to address is to focus on the top team and ensure alignment to a common direction so that this can then cascade further


Business Model

These questions explore the degree to which you can consistently apply processes, policies and structure to achieve results, customer value and harness the talents of people.

This comes across as a big area to fall under one set of five questions but, if the other five areas are addressed and a joined-up approach is followed, the critical success factors that determine the business model become evident. A consistent business model encompasses well defined processes that add value from the customers perspective, an organisation structure based on accountability and visibility of how the organisation works with each other, including key measures.

Often the first step is to be much more explicit about the various elements of the model and focus on the key strategic processes to ensure customer value and employee engagement are aligned.