Free tool · 3 minutes · Growth Capability Map

Is the constraint on growth actually organisational?

Plenty of growth problems survive better media, better creative and better agencies, because the constraint was never in a channel. This module tests ownership, measurement, decision-making, experimentation, specialist depth, partner coordination and commercial alignment.

  1. —

How true is each of these today?

Answer as the business actually operates, not as the plan says it should.

  1. 01One named person owns growth across channels, not just their own function

  2. 02Growth decisions are made cross-functionally rather than channel by channel

  3. 03Leadership can access revenue, margin and customer data without waiting on someone

  4. 04The numbers used in growth decisions are trusted by both finance and marketing

  5. 05There is a regular decision cadence where growth priorities are reviewed and changed

  6. 06Work is prioritised by commercial impact rather than by who asked loudest

  7. 07Tests are designed, run and concluded on a predictable rhythm

  8. 08There is enough implementation capacity to act on what testing shows

  9. 09The business has access to genuine specialist depth where it matters most

  10. 10Agencies and partners are coordinated against one plan rather than separate briefs

  11. 11Marketing decisions are made in terms of margin and customer value, not just volume

  12. 12Customer insight is gathered regularly and reaches the people making decisions

Answer every statement to continue.

What this gives you

  • A reading across seven operating areas
  • Your strongest areas, stated plainly
  • The areas most likely to be limiting growth today
  • Three to five questions leadership should answer next

How the read is built

  • Twelve statements, each answered on a four-point scale from not in place to consistently in place. Areas are averaged from your own answers.
  • Language is deliberately non-numeric in the output: Resilient, Competitive, Watch, Potential constraint, High priority.
  • Nothing is compared against other companies, and no score is presented as a grade.

What it cannot tell you

  • This is a self-assessment, not an audit. Two leaders in the same business often answer differently, which is itself useful information.
  • It produces no financial estimate and no forecast.
  • It cannot tell you whether a capability gap is worth fixing before a commercial gap. That is a prioritisation judgement.

Capability — common questions

Who should complete this?
Ideally the person accountable for growth, and separately the finance lead. Comparing the two answers usually locates the real problem faster than either set alone.
Why no score out of one hundred?
Because a composite score invites a target and hides the specific gap. Area-level readings are more useful and harder to game.
Where does this fit with the Growth Diagnostic?
It is a short indicative read. The Growth Diagnostic examines the same territory with evidence, interviews and your actual data.

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