This survey is designed to help organizations reflect on their current capacity and identify practical opportunities for growth. It provides a structured way to gather perspectives from multiple people across a team — creating a clearer picture of strengths, challenges, and priorities.
The survey is organized into a set of capacity elements, each representing a key area of organizational and business development. For each element, respondents are asked to assess where the organization currently stands using a ranking scale from Level 1 to Level 4, with higher levels reflecting more established or advanced practice.
The methodology is straightforward: by collecting responses from different team members and stakeholders, the survey surfaces shared perceptions and highlights areas where views may differ. This creates a strong foundation for strategic planning, team alignment, and decision-making.
This tool is particularly useful for social enterprises and growth-oriented organizations that want to strengthen internal systems, improve operational performance, scale their model, or prepare for investment or partnership. It can be used as part of a regular review cycle, during strategic planning, in preparation for due diligence, or when working with advisors, investors, or ecosystem partners.
Ultimately, the value of this survey is that it turns individual insights into a collective understanding — helping organizations move from informal impressions to clear, actionable priorities for building the capacity needed to grow and sustain impact.
As the sender, you will have the opportunity to review and adjust the wording of each question before sharing the survey. This allows you to tailor the language to your organization's context — for example, adapting terminology around customers, revenue models, or team structure to match how your organization actually works.
On the next screen, you can add respondent email addresses individually or upload them in bulk. You may also set a preferred deadline — this does not close the survey automatically, but it signals when you would like responses completed.
Before sending, you can include a custom note in the invitation message. This is a good place to explain why the survey is being run, how the results will be used, and whether responses will inform a specific process — such as a strategy review, a board or investor conversation, or a planning cycle.
A few things worth keeping in mind as you prepare to share it:
Consider who you are inviting. The survey is most valuable when it includes perspectives from across the organization — leadership, operations, delivery, and where relevant, external advisors or partners. Diversity of viewpoint strengthens the picture.
Some questions are marked as optional. If certain elements — such as local representation or community engagement — are not relevant to your model, you can remove or rephrase them when editing the survey before sending.
To get the most value from the results, review the findings as a group and focus on patterns rather than individual scores or comments. The survey works best as a starting point for honest conversation — helping your team move from scattered impressions to shared priorities and a clearer plan for where to invest in building capacity next.
