Business Performance & Growth Diagnostic™

Identify the Key Constraints Holding Back Your Revenue Growth (10–15 minutes)

If your business is busy but results are inconsistent, with missed targets, slow decisions, or unpredictable revenue, something is holding it back. More effort will not fix it until you identify the real problem.

This diagnostic shows where your business is underperforming and what to focus on to drive measurable results.

How Your Business Is Assessed

Built on the KBI 7 Business Drivers Framework™, this diagnostic evaluates:

  • Strategy & Execution
  • Leadership & Team Capability
  • Market Positioning & Value Proposition
  • Sales & Revenue Performance
  • Customer Experience & Loyalty
  • Financial Performance & Control
  • Operational Efficiency & Systems

What You’ll Get Instantly

Once completed, your results will be delivered to your email:

  • Your business health score across key growth drivers
  • The critical constraints limiting your performance
  • Structural and operational gaps affecting execution
  • Key strengths you can leverage immediately
  • Clear insight into what’s driving and limiting your revenue growth

Answer based on your current business reality, not where you want to be.

Strategy & Execution

Q1. We have a clear 12-month growth strategy with defined priorities, owners, and measurable outcomes.

1 = Very Poor/Not in Place 1 10 = Best Practice

Strategy & Execution

Q2. Strategic priorities are broken into actionable initiatives with clear timelines and accountability.

1 = Very Poor/Not in Place 1 10 = Best Practice

Strategy & Execution

Q3. Time, budget, and talent are consistently allocated to the highest ROI priorities, not urgent work.

1 = Very Poor/Not in Place 1 10 = Best Practice

Strategy & Execution

Q4. We have a clear set of KPIs that are regularly reviewed and used to guide operational decisions

1 = Very Poor/Not in Place 1 10 = Best Practice

Strategy & Execution

Q5. Our KPIs are directly linked to strategic priorities and clearly show progress toward revenue and growth outcomes.

1 = Very Poor/Not in Place 1 10 = Best Practice

Strategy & Execution

Open-ended: What specifically breaks down between strategy and execution (e.g., priorities, accountability, resources, follow-through)?

Leadership & Team Capability

Q6. We have strong mid-level leaders who can independently drive results and manage teams effectively.

1 = Very Poor/Not in Place 1 10 = Best Practice

Leadership & Team Capability

Q7. Teams have the skills required for current performance and near-term growth priorities.

1 = Very Poor/Not in Place 1 10 = Best Practice

Leadership & Team Capability

Q8. Accountability is clearly defined, measured, and enforced across roles.

1 = Very Poor/Not in Place 1 10 = Best Practice

Leadership & Team Capability

Q9. Team performance is actively managed through regular reviews, coaching, and clear consequences for underperformance.

1 = Very Poor/Not in Place 1 10 = Best Practice

Leadership & Team Capability

Open-ended: What leadership, capability, or people issue is limiting performance the most?

Market Positioning & Value Proposition

Q10. Our value proposition is clear, differentiated, and compelling to our target customers.

1 = Very Poor/Not in Place 1 10 = Best Practice

Market Positioning & Value Proposition

Q11. We continuously gather and use data-backed insights (win/loss, customer feedback, market data) to understand why customers choose us vs. competitors.

1 = Very Poor/Not in Place 1 10 = Best Practice

Market Positioning & Value Proposition

Q12. Our product/service delivers superior value compared to alternatives in the market.

1 = Very Poor/Not in Place 1 10 = Best Practice

Market Positioning & Value Proposition

Q13. Pricing is aligned with value delivered, market positioning, and profitability goals.

1 = Very Poor/Not in Place 1 10 = Best Practice

Market Positioning & Value Proposition

Open-ended: Where is our market positioning weakest or most misunderstood?

Sales & Revenue Performance

Q14. We consistently generate high-quality leads from the right customer segments at an efficient cost.

1 = Very Poor/Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Q15. We systematically track, compare, and reallocate budget across marketing channels based on CAC, ROI, and conversion performance.

1 = Very Poor/Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Q16. Our sales pipeline and revenue performance are predictable, with stable conversion rates and minimal fluctuations across periods..

1 = Very Poor/Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Q17. Sales performance is consistent and not overly dependent on individual salespeople.

1 = Very Poor/Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Q18. Upselling, cross-selling, and expansion are actively driving revenue growth.

1 = Very Poor/Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Q19. Revenue is diversified and not overly dependent on a small number of customers or deals.

1 = Very Poor/Not in Place 1 10 = Best Practice

Sales & Revenue Performance

Open-ended: What is the main reason revenue is not growing consistently?

Customer Experience & Loyalty

Q20. Customer feedback is systematically captured and used to drive improvements.

1 = Very Poor/Not in Place 1 10 = Best Practice

Customer Experience & Loyalty

Q21. Customer experience is consistent across all touchpoints and service channels.

1 = Very Poor/Not in Place 1 10 = Best Practice

Customer Experience & Loyalty

Q22. We understand what drives customer loyalty, repeat purchases, and referrals, and use it to improve performance.

1 = Very Poor/Not in Place 1 10 = Best Practice

Customer Experience & Loyalty

Q23. Customer issues are resolved quickly, and root causes are addressed to prevent recurrence.

1 = Very Poor/Not in Place 1 10 = Best Practice

Customer Experience & Loyalty

Q24. Customers consistently return, increase their engagement, and refer others to our business.

1 = Very Poor/Not in Place 1 10 = Best Practice

Customer Experience & Loyalty

Open-ended: What is the main reason customers leave or reduce engagement?

Financial Performance & Control

Q25. We have clear visibility into cash flow and can predict our financial position 3–6 months ahead.

1 = Very Poor/Not in Place 1 10 = Best Practice

Financial Performance & Control

Q26. Financial data and cash flow projections are actively used to guide decisions, not just for reporting.

1 = Very Poor/Not in Place 1 10 = Best Practice

Financial Performance & Control

Q27. We understand what drives costs and where money is being spent across the business.

1 = Very Poor/Not in Place 1 10 = Best Practice

Financial Performance & Control

Q28. Profitability is understood and managed across products, services, and customer segments.

1 = Very Poor/Not in Place 1 10 = Best Practice

Financial Performance & Control

Open-ended: Where is the business losing the most money or margin without noticing?

Operational Efficiency & Systems

Q29. Core processes are documented and consistently followed across teams.

1 = Very Poor/Not in Place 1 10 = Best Practice

Operational Efficiency & Systems

Q30. Systems and tools reduce manual work and improve execution speed.

1 = Very Poor/Not in Place 1 10 = Best Practice

Operational Efficiency & Systems

Q31. The business can operate without overdependence on specific individuals.

1 = Very Poor/Not in Place 1 10 = Best Practice

Operational Efficiency & Systems

Q32. Operational issues are identified early and resolved before they significantly impact performance.

1 = Very Poor/Not in Place 1 10 = Best Practice

Operational Efficiency & Systems

Open-ended: What operational bottleneck slows performance the most today?

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