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6Q [SMART 100, 2015]

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This SMART 100 profile and the information it contains is a duplication of content submitted by the applicant during the entry process. As a function of entry, applicants were required to declare that all details are factually correct, do not infringe on another’s intellectual property and are not unlawful, threatening, defamatory, invasive of privacy, obscene, or otherwise objectionable. Some profiles have been edited for reasons of space and clarity.

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1. THE BEGINNING

This innovation initially came to life when…

We ran an internal ‘start-up in a day’ with our team. We used our culture of weekly team face to face meetings with individuals to better understand what the pain points were, and how our morale was.

We then took that and created a web-based system that scales this, by allowing organisations to run similar polls, but by email, not face to face.

2. WHAT & HOW

The purpose of this innovation is to…

…encourage better communication within teams and organisations. 6Q helps break down issues with culture and happiness and allows a weekly poll to be sent out, answers to be recorded, and then all responses are plotted by team and individual.

It does this by…

…asking six simple questions every week, which employees answer in under six minutes. We have a library of 200+ questions, and employers can add their own. Employees answer using a facial emoji slider to represent their feelings.

3. PURPOSE & BENEFITS

This innovation improves on what came before because…

…unlike traditional employee feedback systems that are either not frequent (annual or every six months), or boring to complete (full of check boxes and open fields, and way too many questions), 6Q is painless to complete, inviting to the user giving feedback and is completed every week, creating a habit of open communication.

Its various benefits to the customer/end-user include…

…improved sense of community and happiness among their team, lower employee churn rate and it helps define issues quickly, allowing teams to focus on agile improvements week-by-week.

4. COMPETITIVE LANDSCAPE

In the past, this problem was solved by…

For us, it was solved by face to face meetings, however these don’t scale in large teams. It’s fine for us with 14 staff to take 5 minutes per team member per week. Other teams have tried to solve it by asking using quarterly surveys, but they are cumbersome to complete and usually very repetitive.

Its predecessors/competitors include…

…typical survey systems, and in-house developed survey systems. We’re yet to come across any though that use emojis as the answering tool, and none that are mobile-first, so encourages recipients to answer anywhere.

5. TARGET MARKET

It is made for…

…small to medium business who are care about employee engagement. There are millions of these entities across the globe, and our trial saw 100 organisations from 25 countries take part, with very little marketing at all.

It is available for sale through…

…a typical software-as-a-service arrangement, with monthly plans, according to features and how many team members you have.

Our marketing strategy is to…

…utilize content marketing, to grow our blog readership, and social media outreach. We’re purposefully starting small, and are gradually building our reach.

FINE PRINT: This SMART 100 profile and the information it contains is a duplication of content submitted by the applicant during the entry process. As a function of entry, applicants were required to declare that all details are factually correct, do not infringe on another’s intellectual property and are not unlawful, threatening, defamatory, invasive of privacy, obscene, or otherwise objectionable. Some profiles have been edited for reasons of space and clarity.

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