Worked example
A complete report, start to finish.
Nobody should have to answer 37 questions to find out what they get. This is the full output for the worked example published in the method: a founder-led company, scored, diagnosed and told what to do first.
An illustrative company, not a client. Real anonymised reports will replace it once the companies concerned have agreed. real specimens pending consent
Eleven pages, exactly as a company receives it: the headline, capability against momentum, every stage and root cause, the diagnosis, the adjacent signal, the plan, and every term defined. Printable as it stands.
Capability 48 · Momentum 56 · Method v1.4
The read
Your main limitation is Control. It shows up most strongly in Closing, where the local weakness is Process. Process is also the weakest root cause across your whole engine, so this is systemic, not a Closing problem. The measure most under pressure is forecast accuracy.
In plain English
Deals reach late stage but the close date can’t be trusted. Pricing, approval, procurement and legal steps are being discovered too late, so deals slip out of the quarter. Because the same weakness sits in Sales Process too, it will keep repeating: every new cohort of deals hits the same wall.
What not to do
Don’t push for verbal commitment, don’t discount to close, and don’t add more pipeline pressure. Each of those hides the real problem and buys a quarter at the cost of a year.
The first three steps
- This week. For your top five live deals, write down the next approval step, its owner and its date, and confirm all three with the buyer.
- Next 30 days. Add those fields to the CRM and make them the spine of the weekly deal review.
- 90 day proof. Stage age in late stages, slipped close dates, forecast variance. Then take the measure again.
How that score was produced
Every number above is reproducible from the published rules. Nothing is hidden between the answers and the result.
// cell averages from the 32 capability answers Product People Process Repeat. Demand 3.5 3.0 2.5 2.5 // stage 2.9 Sales Process 3.5 3.0 2.0 2.0 // stage 2.6 Closing 3.0 2.5 1.5 2.0 // stage 2.3 <- weakest Expand 2.0 2.0 1.5 1.5 // stage 1.8 // root cause columns Product 3.0 People 2.6 Process 1.9 <- weakest overall Repeatability 2.0 capability = mean(16 cells) = 2.4 -> (2.4 / 5) * 100 = 48 momentum = mean(5 answers) = 2.8 -> (2.8 / 5) * 100 = 56 score = round((48 + 56) / 2) = 52 -> band: Developing
Expand scores lowest of the four stages, but the engine doesn’t send this company to fix Expand. New business isn’t yet working, so an expansion finding is suppressed and the diagnosis routes to the stage that matters now. That precedence is what stops a measure producing technically correct, commercially useless advice.