This a demo report to showcase our Teamdriver Performance Report.

1. Teamily
Protectthe
organization
Identif
and
dea
thre
the
Make
a
plan
for
hieving ccessDefine
aclear
mission
Freeup
resources
tobuild
thesolution
Show
how
thisteam
willsolve
theproblem
Put
together
the
team
Define
whatis
lacking
clearly
TEAMDRIVER TEAM REPORT
Tyrell Corpora.on
November 2016, Raimo van der Klein
89%
SUCCESS SCORE

2. TYRELL CORPORATION, Published November 2016 2
For our children
Elisa
Lola
Ruby
Yoshi
Fletcher
Seb
Kaya
Dena
Mariko
The children of Raimo van der Klein, Maarten Lens-
FitzGerald, Gawin Dapper & MaQhijs Draijer. The
founders of Teamily, the company that created
TEAMDRIVER
A Teamily Publica.on
www.teamily.com/report
January 2017

3. TYRELL CORPORATION, Published November 2016 3
MANAGEMENT SUMMARY
Teamily collected data about the TYRELL CORPORATION team using the
TEAMDRIVER SNAPSHOT. The analysis of the data resulted in the
following:
This team is a CONNECT TEAM. A team that will most likely excel in
crea.ng context for things to happen. This team is great in iden.fying
opportuni.es, building safe teams, search for meaning, u.lize full poten.al
and create commitment to start. Is has a strong connect “muscle”.
Challenge for the team is when a project arrives in the construct quadrant.
It is hard for the team to explicitly start the construc.ng of solu.ons. Yet as
the “product” becomes more tangible the team is becoming more fit to
drive it through “birth”. The eye for detail and beauty is there to assure that
produc.on is done professionally. The following challenge is Operate. They
may not feel the responsibility of working the solu.on towards and into a
las.ng organiza.on.
The success score of the team is very high: 89%. This indicates a strong
team well capable of being autonomous and self steering.

4. TYRELL CORPORATION, Published November 2016 4
INDEX
Management Summary
Introduc.on
TEAMDRIVER Wheel of Challenges
Team Constella.on
Team Type
Challenge An.cipa.on
Team Preferences
Team Succes Score
Team Succes Score Details
TEAMDRIVER Quadrant Descrip.ons
TEAMDRIVER Challange Descrip.ons I
TEAMDRIVER Challange Descrip.ons II
2
6
7
8
9
10
11
13
14
21
22
23
S
.
TEAM
A.
PROJECTORIENTATION
TEAM
TYPE
TEAM CONSTELLATION
SUCCESS
INDICATOR
TEAM SNAPSHOT
TEAMILY PRO PROFILECHALLENGE MAPPING
To create a holis.c team snapshot of any team requires to see the team
from the three main perspec.ves that influence the team:
A. THE TEAM (the whole)
B. THE TEAM MEMBERS (the parts)
C. THE PROJECT (the purpose)
PROFILESPROJECT
C. B.

5. TYRELL CORPORATION, Published November 2016 5
An ensō is a circle that is hand-drawn in one or two
uninhibited brushstrokes to express a moment when
the mind is free to let the body create.

6. TYRELL CORPORATION, Published November 2016 6
Welcome to the TEAMDRIVER TEAM REPORT for TYRELL
CORPORATION team. It’s the result of analyzing data collected using
the TEAMDRIVER SNAPSHOT survey filled in by all team members of
the TYRELL CORPORATION team.
The report consists of a Team ConstellaAon. A unique mapping of the
team on the 4 quadrants and 16 challenges TEAMDRIVER
dis.nguishes in all projects. With this constella.on insights are dis.lled
about how the team is prepared to tackle various project related
challenges. These team insights are shared as the Team Type,
Challenge AnAcipaAon and the Team Preferences. Lastly the Team
Success Score is provided. This gives insight on the chances of success
of the team in their projects.
Before we go into the report will present you with a short descrip.on
of the TEAMDRIVER Challenge Wheel with the 4 Quadrants and the
16 challenges. This is the founda.on used in all parts of this report. At
the end of the report the quadrants and challenges are described in
detail for your reference.
INTRODUCTION

7. TYRELL CORPORATION, Published November 2016 7
Protectthe
organization
Choose
thebest
design
Identify
and
dealwith
threatsto
theresults
Design
thesolution
Create
intelligence
for the
organization
Make
a
plan
for
achieving
success
Make
successrepeatable
Define
aclear
mission
Improve
your results
until you reach
success
Freeup
resources
tobuild
thesolution
Operate
your solution
Show
how
thisteam
willsolve
theproblem
Create
traction
towards
yoursolution
Put
together
the
team
Makeyoursolutionavailable
Define
whatis
lacking
clearly
The wheel on the lem depicts the sixteen challenges that together describe one
full cycle of Change. It is a model to acknowledge that all sixteen challenges
need to happen in order for something to transform. There is a natural order in
which things are structured and unfold.
There are four quadrants which each consist out of four challenges. Each
challenge starts with a clear lacking which are fulfilled with a gim(output) that is
passed on to the next challenge.
The challenges each have their own name and are described in the following
sec.on. A list:
Time to Connect RECOGNIZE, define what is lacking clearly.
ENERGIZE, put together the team.
ENVISION, show how the team will solve the problem.
COMMIT, free up resources to build op the solu.on.
Time to Construct START, define a clear mission.
PLAN, make a plan for achieving succes.
CONCEIVE, design the solu.on.
CHOOSE, choose the best design.
Time Conquer MANIFEST, make your solu.on available.
INTERACT, create trac.on towards your solu.on.
OPERATE, operate your solu.on.
WIN, improve your results un.l you reach succes.
Time ConAnue ORGANIZE, make succes repeatable.
MONITOR, create intelligence for the organiza.on.
MAINTAIN, iden.fy and deal with threats to the results.
DEFEND, protect the organiza.on.
Each challenges has a dis.nguishable state that will help achieve results.
When you map your project to its challenge and get the team in the
appropriate state results will be beQer. Details if all challenges and quadrants
are at the end of the report.
TEAMDRIVER WHEEL OF CHALLENGES

8. TYRELL CORPORATION, Published November 2016
Protectthe
organization
Choose
thebest
design
Identify
and
dealwith
threatsto
theresults
Design
thesolution
Create
intelligence
for the
organization
Make
a
plan
for
achieving
success
Make
successrepeatable
Define
aclear
mission
Improve
your results
until you reach
success
Freeup
resources
tobuild
thesolution
Operate
your solution
Show
how
thisteam
willsolve
theproblem
Create
traction
towards
yoursolution
Put
together
the
team
Makeyoursolutionavailable
Define
whatis
lacking
clearly
8
On the lem the TYRELL CORPORATION Team Constella.on. It is mapping of
the team on the 16 challenges based on their challenge match. The size per
each challenge part indicates how well the team maps to that challenge.
People have a primary mapping and a secondary mapping which, when
combined, results in the Team Constella.on. The primary match of each
member is shown in the constella.on visualiza.on.
Below the top 5 matching scores for each team member on which the
constella.on is based. See the details challenge descrip.ons at the end of the
report for more informa.on on the specific challenges.
TEAM CONSTELLATION
RICK
ELDON
RACHAEL
ROY
& PRIS
ELDON TYRELL
Envision 80% match
Commit 75% match
Manifest 65% match
Energize 65% match
Defend 60% match
RACHAEL
Defend 70% match
Maintain 65% match
Commit 65% match
Recognize 60% match
Manifest 55% match
ROY BATY
Energize 89% match
Recognize 75% match
Envision 75% match
Choose 65% match
Interact 65% match
PRIS
Energize 65% match
Recognize 60% match
Envision 60% match
Choose 60% match
Commit 55% match
RICK DECKARD
Recognize 70% match
Maintain 65% match
Energize 65% match
Interact 60% match
Commit 55% match

9. TYRELL CORPORATION, Published November 2016 9
The TYRELL CORPORATION team Amsterdam is a CONNECT TEAM.
This is where the team matches the strongest.
CONNECT TEAMS excel in crea.ng context for things to happen. They
are great in iden.fying opportuni.es, building safe teams, search for
meaning, u.lize full poten.al and create commitment to start. These
teams hold .me and space in order for things to emerge.
CONNECT TEAM CONSTRUCT TEAM
CONQUER TEAMCONTINUE TEAM
TEAM TYPE

10. TYRELL CORPORATION, Published November 2016 10
START
CLIFF
OPERATE
CLIFF
CONTINUATION
CHALLENGE
CONSTRUCT
CHALLENGE
CONNECT
MUSCLE
MANIFEST
MUSCLE
An analysis of the Team Constella.on results in the Challenge An.cipa.on. A
predica.on of where the team will be strong and where it will be weak.
CONNECT MUSCLE:
The TYRELL CORPORATION team has a very dominant quadrant which is Connect.
This makes them a great proxy to start “change”.
START CLIFF
A clear drop between the Commit challenge and Start challenge makes it hard for the
team to embody success. The rebel like ability is missing to kickstart a fresh team to
start working towards a solu.on. The team is never really born as this challenge is not
incorporated in the rou.nes of the team. This all results in the crea.on of concepts yet
it lacks commitment or results and success. The result now lays solely on the shoulder
of the “product” and not the team.
CONSTRUCT GAP
In general the Construct quadrant has a rela.ve low score making it hard for the team
to reserve .me to do “deep work”. This is the type of thinking needed to come up with
smart and effec.ve solu.ons.
MANIFEST MUSCLE
As the “product” becomes more tangible the team is becoming more fit to drive it
through “birth”. The eye for detail and beauty is there to assure that produc.on is done
professionally. Here the team is strong.
OPERATE CLIFF
The team will find the Operate Challenge hard. It may not feel responsible for the
opera>on and succes of the project. This is closely related to the Start Cliff and a lack
of team iden>ty on a project level.
CONTINUATION GAP
The lack of con>nua>on muscle creates an atmosphere of trea>ng every project as
unique. This will result in a rela>ve high cost per project as efficiency, rou>nes, process
are not geFng the aGen>on needed to be a sustainable stable team.
CHALLENGE ANTICIPATION

11. TYRELL CORPORATION, Published November 2016 11
TEAM PREFERENCES
The collected data gives insight on the teams preferences on how it
sources energy, gathers informa>on, makes decisions and relates to the
world.
KING OF WORDS (1)
The TYRELL CORPORATION team derives both energy from external
sources as from inside. This makes the team a well connected en.ty able
to perform both “off-stage” as “on-stage”.
BE FRESH NEW AND ORIGINAL (2)
There is a clear preference in how the TYRELL CORPORATION team
gathers informa.on. Mostly they rely on their intui.ve skills to derive
meaning. This higher abstrac.on level is very useful in innova.ve and
explora.ve projects. Yet once confronted with projects or cases focused
on the improvement of exis.ng results or projects focused on reac.ng or
responding to exis.ng condi.ons it might be harder for the team to fully
commit.
BEAUTY ABOVE BRAINS (3)
Also here a clear preference for the team to let the “right side” of the
brain lead which is a great quality to create a safe context for projects to
emerge. Yet it might be working against the team in stages when
concepts need to be exposed to fric.on in order to improve the quality.
STRUCTURE & FREEDOM (4)
The TYRELL CORPORATION team is well balanced when it comes how it
interacts with the outside world. Being both opportunis.c to the
condi.ons that have unfolded and also being structured and following
agreed plans.
INITIATING
EXPRESSIVE
GREGARIOUS
ACTIVE
ENTHUSIASTIC
CONCRETE
REALISTIC
PRACTICAL
EXPERIMENTAL
TRADITIONAL
CASUAL
OPEN-MINDED
PRESSURE-PROMPTED
SPONTANEOUS
EMERGENT
RECEIVING
CONTAINED
INTIMATE
REFLECTIVE
RESERVED
ABSTRACT
IMAGINATIVE
CONCEPTUAL
THEORETICAL
ORIGINAL
EMPATHETIC
COMPASSIONATE
ACCOMMODATING
ACCEPTING
TENDER
SYSTEMIC
PLANNING
EARLY STARTING
SCHEDULED
METHODICAL
1. SOURCE OF ENERGY 2. INFORMATION GATHERING
3. DECISION MAKING 4. WORLD RELATION
LOGICAL
REASONABLE
QUESTIONING
CRITICAL
TOUGH
44%
56%
28%
72%
16%
84%
48% 52%

12. TYRELL CORPORATION, Published November 2016 12
GRE AT T HI NGS I N BUS I NE S S ARE NE VE R DONE BY ONE
PE RSON, THEY ARE DONE BY A TE AM.
STEVE JOBS

13. TYRELL CORPORATION, Published November 2016 13
TEAM SUCCESS SCORE
AUTONOMOUS
TEAMS
MANAGED
TEAMS
COACHED
TEAMS LEARNERSPERFORMERS
STARTERS
89%
CHAMPIONS
OVERALL SCORE
A key ques>on a lot of teams have is how strong they are. This is
measured with the Team Succes Score. The one number on the leV
depicts this.
The TYRELL CORPORATION team scores 89%. This is a very high
number which is not seen oVen. It means this team is very strong. It is
very capable to be autonomous and self steering. It can handle a lot and
is able to create strong results.
A score under 25% represents a young team just star>ng up and needing
a lot of management. It indicates almost a haphazard group of people
coming together for the first >me. A score between 25% and 50%
indicates a team that may be young yet is gaining strength and is
learning. It is a func>oning team with management. Between 50% and
75% are the performing teams. These teams need more coaching than
management. Scores between 75% and 100% mean the team is very
strong and doesn't need a lot of management.

14. TYRELL CORPORATION, Published November 2016 14
The TEAM SUCCESS SCORE is comprised out of four parts as shown
below. Each of these parts comprise of 4 individual statements which
can be seen in the following pages. These individual scores give
direc.on where to take ac.on in order to raise the total team score.
TEAM SUCCESS SCORE DETAILS

15. TYRELL CORPORATION, Published November 2016 15

16. TYRELL CORPORATION, Published November 2016 16

17. TYRELL CORPORATION, Published November 2016 17

18. TYRELL CORPORATION, Published November 2016 18

19. TYRELL CORPORATION, Published November 2016 19
Character for “nothing”; Mu
DEFINE WHAT IS LACKING CLEARLY
In the Japanese language there is the word Mu, which means “lack off” or
“not having”. It is a highly complicated word that can be used in the
moment a “yes” or “no” answer to a ques.on is inappropriate.
It is used when we have not yet found a form (noun, thing, technology,
meaning, idea) for something. It is too early for a yes or no ques.on. We are
s.ll in the stage of lacking. It is this “pre-binary” stage in which emergence
occurs.
Change starts the moment there is an apparent need (a disharmony).
When something is not there. When something is lacking.

20. TYRELL CORPORATION, Published November 2016 20
REFERENCE MATERIAL

21. TYRELL CORPORATION, Published November 2016 21
TIME TO CONTINUE
This quadrant it is about organizing resources in such a manner
that results can be repeated. Re-ordering resources is the
con>nuous ac>vity happening within this quadrant. External
events (threats) trigger responses
Purpose
Define how it is valuable in order to con>nue
Forms
Headquarters, Departments, Offices, At your Desk
Remember
• Teamwork and collabora>on
• Managing resources and reac>ons
• Success through monitoring and responding Response oriented
(searching con>nua>on) Answers the 'when?' and 'who?'
ques>on in your project
• Reorder something.
TEAMDRIVER QUADRANT DESCRIPTIONS
When working with TEAMDRIVER the quadrants describe change in 4 parts. Its a
general view of change and how each stage can be experienced, described and felt.
TIME TO CONQUER
In this quadrant the solu>on needs to quickly get into func>on. Connec>ng
supply and demand. Focus on output and results. Establish clear goals and
have discipline. Find paGerns and build rou>nes. Create success moments.
Purpose
Establishing the transac>on and have the results emerge
Forms
Shops, Marketplaces, Trade fairs, Media
Guidance
• Constant adapta>on
• Managing tasks and output
• Success through repe>>on and results,
• Result oriented (searching value)
• Answers the 'what?' ques>on of your project
• Reframe something
TIME TO CONSTRUCT
In this quadrant the team operates 'off stage' and is in process of valida>ng
many assump>ons and theories on how to best u>lize the available resources
to solve a problem
Purpose
Define how it is unique and have the solu>on emerge
Forms
Accelerators, Labs, Incubators, R&D
Guidance
• Survival of the strongest
• Access to resources and input
• Success through arguments and choosing
• Solu>on oriented (searching func>on)
• Answers the 'how?' ques>on of your project Re-invent something
TIME TO CONNECT
This quadrant is about crea>ng a temporary safe space in which people
can connect and develop commitment to a project. In this quadrant
teams emerge.
Purpose
Establishing the rela>on and have the team emerge.
Forms
Co-working space, Mee>ng rooms, Network events, Hackathons
Guidance
• Everybody is equal (no hierarchy)
• Holding space and open the conversa>on
• Success through shared beliefs and commitment
• Rela>on oriented (searching similari>es)
• Answers the 'why?' ques>on of your project
• Re-define something
Protectthe
organization
Choose
thebest
design
Identify
and
dealwith
threatsto
theresults
Design
thesolution
Create
intelligence
for the
organization
Make
aplan
for
achieving
success
Make
successrepeatable
Define
aclear
mission
Improve
your results
until you reach
success
Freeup
resources
tobuild
thesolution
Operate
your solution
Show
how
thisteam
willsolve
theproblem
Create
traction
towards
yoursolution
Put
together
the
team
Makeyoursolutionavailable
Define
whatis
lacking
clearly

22. TYRELL CORPORATION, Published November 2016
Choose
thebest
design
Design
thesolution
Make
a
plan
for
achieving
successDefine
aclear
mission
Freeup
resources
tobuild
thesolution
Show
how
thisteam
willsolve
theproblem
Put
together
the
team
Define
whatis
lacking
clearly
22
START: Define a clear mission.
In this challenge the team is born and the mission becomes apparent. The market and success points are defined.
The journey is born.
Task
Agree on the 'journey' your team is signing up for.
Guidance
• What result needs to be accomplished by this team in order to succeed in their mission?
• Find your market. Who is it that needs your solu>on?
PLAN: Make a plan for achieving success.
In this challenge you come up with the plan that describes how the team can reach success.
Task
Define the hero (product) of this team that will bring success.
Guidance
• What 'magical' new thing needs to be created in order to get the results?
• What is the func>on of this 'thing'?
• What does it do (verb)?
CONCEIVE: Design the soluKon.
Without 'means' one cannot achieve 'the end'. In this challenge you conceive of the solu>on that will bring the
team success.
Task
Make viable designs that show how the product will func>on,
Guidance
• Share how the product will func>on.
• How do you prove the solu>on will work?
CHOOSE: Choose the best design.
In this challenge we ques>on our assump>ons about the 'solu>on'. All details about the design need to be discussed.
Here, only one rule applies: the strongest design wins.
Task
Finalize the discussions about what to build or make. Choose one of the op>ons to go forward with. Time is >cking.
Guidance
• Share a link where the final product designs and requirements can be found.
• Have you tested many alterna>ves before deciding on this final list?
TEAMDRIVER CHALLENGE DESCRIPTIONS I
The most granular descrip.on of change are the challenge descrip.ons. In this sec.on each separate challenge is named, described
and the task is given plus guidance on how to approach it. This is the first half of challenges, from Recognize to Choose.
RECOGNIZE: Define the problem clearly
Change starts by recognizing that something needs our aGen>on. In this challenge you iden>fy the thing that
needs to be worked on.
Task
Something is the topic of your discussions. Describe what it is.
Guidance
• What is it that needs aGen>on?
• Describe the problem here in a way that even outsiders can understand it.
ENERGIZE: Put together the team.
In this challenge, the problem has been iden>fied and you want to explore the cause of the problem, find possible
solu>ons, and act on them. For that, you'll need a team.
Task
Invite your team members. Is your team complete? Than you are ready to complete this challenge.
Guidance
• Is everybody okay with this team?
• Is everybody excited to work on this project?
ENVISION: Show how this team will solve the problem.
In this challenge we create a vision of the future in which the problem is solved, along with how it was
achieved. This will show the poten>al and importance of star>ng this project.
Task
Create a shareable piece of content that shows how this team will solve the problem.
Guidance
• Every team solves the same problem in a different way. What is the DNA of your team?
• Make sure that the vision represents this team.
COMMIT: Free up resources to build the soluKon.
In this challenge you free up the resources you need to work on the problem.
Task
Nego>ate and close the terms, condi>ons and resources needed to get started.
Guidance
• List the resources that need to be freed up. They could be >me, people, assets, budget
or all of the aforemen>oned.
• Submit the document where the contracts can be found.

23. TYRELL CORPORATION, Published November 2016
Protectthe
organization
Identify
and
dealwith
threatsto
theresults
Create
intelligence
for the
organization Make
successrepeatable
Improve
your results
until you reach
success
Operate
your solution
Create
traction
towards
yoursolutionMakeyoursolutionavailable
23
TEAMDRIVER CHALLENGE DESCRIPTIONS II
This is the second half of challenges, from Manifest to Defend.
MANIFEST: Make your soluKon available.
In this challenge you will finally make your product available. It's about composing, producing and using
resources (>me, money and energy).
Task
Make your product available to the market.
Guidance
• What is the (final) name of the product?
• Enter the des>na>on(s) where your product is available.
INTERACT: Create tracKon towards your soluKon.
In this challenge it's about building the market demand for your product.
Task
Create desire (pull) for your product.
Guidance
• Define the elements that create aGrac>on.
• Show that you have trac>on through customers, downloads, users or whatever metrics apply for your solu>on.
OPERATE: Operate your product.
In this challenge the product is opera>onal. Tasks are becoming apparent. Results start coming in. The
product is 'in func>on'.
Task
Run 'the machine' together and create results.
Guidance
• What are the key tasks that need to be performed in order to deliver the product promise?
• Prove your solu>on is working. Enter a data point that represents that you are now actually solving the
problem.
Win: Improve your results unKl you reach success.
This challenge is about finding the magic formula for success. Try out different formulae to increase results
un>l the team finds real success.
Task
Describe the winning formula that generated the desired results.
Guidance
• Which elements are part of your winning formula?
• Prove your solu>on is successful. Enter the realized result that represents success.
ORGANIZE: Make success repeatable.
Now that results and rewards are predictable it's >me to organize yourselves in order to maximize the possibility of
repeated success.
Task
Create a clear organiza>on of all the necessary resources.
Guidance
• How do you order or rank your resources?
• Enter link where the processes, flowcharts and org charts are documented.
MONITOR: Create intelligence for the organizaKon.
In this challenge the key is to determine whether everything is running, as it should to ensure con>nued success. KPI's
are established and monitored.
Task
Create a bird's eye view of the opera>on and see how everything and everybody is doing.
Guidance
• What are the key KPI’s that need to be monitored regularly?
• Make a dashboard that provides the metrics in an easy-to-read fashion.
MAINTAIN: IdenKfy and deal with threats to the results.
In this challenge everybody is working hard in order to maintain the results. This means many projects are born and
teamwork is key.
Task
Create a structure that allows for the iden>fica>on, priori>za>on and solving of threats.
Guidance
• List the current key threats to the results.
• How do you organize project management or maintenance?
DEFEND: Protect the organizaKon.
Results become unpredictable and more and more resources are used to fix problems instead of geFng results. Threats
need to be dealt with and resources need to be sacrificed.
Task
Iden>fy elements within the system that are not proving valuable anymore.
Guidance
• What are you leFng go?
Be thankful - your team has come far.

24. TYRELL CORPORATION, Published November 2016 24
SURF CHANGE .

25. TYRELL CORPORATION, Published November 2016 25
CONTACT DETAILS
Teamily
John M. Keynesplein 12-46
1066EP Amsterdam
info@teamily.com
www.teamily.com