See the business more clearly.

A. Processes are mostly undocumented and person-dependent B. Some processes are documented, but execution is inconsistent C. Most core processes are documented and generally repeatable D. Processes are well documented, standardized, and regularly used E. Processes are standardized, owned, measured, and continuously improved

A. Problems are usually discovered after they cause customer or financial impact B. Major problems are noticed, but smaller recurring issues are often missed C. We track several operational issues, but reporting is not always timely D. We routinely identify issues early and assign corrective actions E. We use real-time or disciplined leading indicators and root-cause follow-up

A. Pricing is rarely reviewed and is largely historical or reactive B. Pricing changes mainly occur when costs rise significantly or customers push back C. Pricing is reviewed periodically using some cost and market information D. Pricing is reviewed on a defined schedule using cost, competition, and value E. Pricing is actively managed by segment, margin, cost-to-serve, and customer value

A. Key people spend substantial time on routine or administrative work B. We recognize low-value work, but have limited ability to reassign or automate it C. Some routine work is delegated or automated, but significant inefficiency remains D. Most repetitive work is delegated, standardized, outsourced, or automated E. Resource allocation is deliberately optimized around value, capacity, and strategic priorities

A. Systems are fragmented and require extensive duplicate entry or manual workarounds B. Some tools work well individually, but they do not connect effectively C. Key systems are partially integrated, with some remaining manual handoffs D. Most core systems are integrated and support efficient workflows E. Systems are intentionally integrated, automated, and designed around end-to-end workflows

A. Performance is primarily judged informally or only when problems occur B. We track a few measures, but they are not consistently reviewed or owned C. We monitor key performance measures on a recurring basis D. KPIs have clear targets, owners, review cadence, and follow-up E. Performance metrics include leading and lagging indicators and drive continuous improvement

A. Additional growth would likely overwhelm current people, processes, or systems B. We can handle modest growth, but larger growth would create significant strain C. We are reasonably prepared for growth, with several known constraints to address D. Our people, processes, systems, and capacity plans can support meaningful growth E. The operating model is intentionally designed and tested for scalable growth

A. Growth-related challenges are severe and are disrupting operations or financial performance B. Growth-related challenges are significant and we do not yet have a clear operating response C. We have identifiable growth challenges and are actively addressing them D. Growth-related challenges are manageable and supported by a clear action plan E. We proactively manage different growth scenarios and can adapt operations quickly

A. Staffing or leadership issues are materially impairing execution B. We have recurring staffing challenges and limited success resolving them C. We have some staffing challenges, but they are being managed D. Staffing is generally stable, roles are aligned, and key positions have manageable risk E. We have strong workforce planning, leadership alignment, retention practices, and succession coverage

A. We have not systematically identified or measured operational waste B. We know some inefficiencies exist, but improvement efforts are mostly ad hoc C. We periodically review and reduce waste in selected areas D. Waste reduction is a recurring management practice with measurable improvements E. Continuous improvement is embedded in operations and waste is actively measured and reduced

A. Sales objectives are largely based on instinct, hope, or an arbitrary number B. We mainly use last year’s sales and add an expected percentage increase C. We use historical results plus selected market, pipeline, or capacity information D. We use a structured planning process based on strategy, market opportunity, pipeline, capacity, and prior performance E. Objectives are data-driven, bottom-up and top-down, scenario-tested, and translated into quotas and leading indicators

A. Few or none of our sales representatives consistently achieve quota B. A minority of the team consistently achieves quota and performance is highly uneven C. About half of the team generally reaches quota, but results vary by period or representative D. Most representatives consistently achieve quota and misses are usually understood and addressed E. Quota attainment is consistently strong across the team and supported by accurate forecasting, coaching, and pipeline discipline

A. Compensation is not clearly tied to defined sales performance or strategic objectives B. We use salary and/or discretionary incentives, but the connection to performance is limited or inconsistent C. We have a defined base/commission or incentive plan tied primarily to revenue or quota D. Compensation is clearly structured and aligned with quota, profitable growth, and important strategic behaviors E. Compensation is strategically designed, modeled, reviewed regularly, and aligned with profitable growth, retention, mix, and desired sales behaviors

A. We do not have a documented sales process and salespeople largely sell their own way B. We have an informal or partially documented process, but adoption is inconsistent C. Our sales process is documented and generally followed, with some exceptions D. The process is standardized, integrated into the CRM, and routinely reinforced by sales management E. The process is standardized, CRM-enabled, measured by stage, coached consistently, and continuously improved using conversion data

A. Information is primarily kept in personal memory, notebooks, inboxes, or individual files B. Information is stored in shared spreadsheets, email, or multiple tools without a consistent standard C. We use a CRM, but data entry, opportunity updates, or usage are inconsistent D. Client and opportunity information is consistently maintained in a CRM with defined stages and required fields E. The CRM is the trusted system of record and supports disciplined pipeline management, forecasting, automation, handoffs, and customer intelligence

A. Sales and revenue problems feel unpredictable, and we are often reacting without a clear view of the underlying causes B. We know the major concerns—such as pipeline, revenue, customers, or salespeople—but we have limited early warning or mitigation C. We track several major sales risks, but actions and ownership are not always consistent D. Major sales risks are regularly reviewed with leading indicators, owners, and corrective actions E. Sales risks are quantified, monitored through leading indicators, scenario-tested, and supported by contingency plans

A. Our salespeople cannot consistently explain a clear reason customers should choose us B. Salespeople can describe our offerings, but differentiation varies significantly by representative C. We have a defined USP and most salespeople can communicate it, though messaging is not always tailored or evidence-based D. Salespeople consistently communicate a differentiated, customer-focused value proposition supported by evidence E. The USP is deeply understood, buyer-specific, evidence-based, consistently coached, and validated against competitors and customer feedback

A. We do not have a reliable sales dashboard and primarily manage from revenue results or anecdotal updates B. We review basic sales totals or manually assembled reports, mostly after the fact C. We track several useful KPIs such as pipeline, activity, conversion, quota attainment, or forecast, but visibility is periodic or incomplete D. We have a dependable dashboard that combines major leading and lagging indicators and is reviewed routinely E. Our dashboard provides real-time or disciplined visibility by rep, segment, funnel stage, conversion, activity, forecast, velocity, and economics

A. No. We have significant gaps in sales capability, fit, capacity, or performance B. We have a few strong salespeople, but several roles or capabilities are not where they need to be C. The team is generally capable, but we have identifiable skill, coverage, or capacity gaps D. We have the right core team and actively address targeted development, capacity, and hiring needs E. Sales roles, talent, capacity, competencies, coaching, succession, and recruiting are deliberately aligned to the growth plan

A. Poor sales performance can continue for long periods without clear intervention or consequences B. Managers address performance informally, but expectations, coaching, and consequences are inconsistent C. We review performance regularly and use coaching or improvement plans, but follow-through is sometimes uneven D. Performance expectations are clear and misses trigger timely coaching, documented actions, and appropriate consequences E. Accountability is rigorous and balanced: clear standards, leading metrics, coaching, support, documented follow-through, and timely talent decisions

A. Financial statements are often late, incomplete, or unreliable, and we do not receive a consistent executive summary B. We receive monthly financial statements, but usually more than 10 days after month-end and without a consistent CFO/Controller executive summary C. We generally receive financial statements within 10–15 days, but the executive summary or management commentary is limited or inconsistent D. We consistently receive accurate monthly financial statements within 10 days together with an executive summary explaining major results and variances E. We receive accurate, reconciled financial statements within 5–10 days plus a CFO/Controller executive summary with KPIs, variances, cash outlook, risks, and recommended actions

A. Financial statements are used mainly for taxes, compliance, lenders, or accountants rather than to run the business B. We review financial statements occasionally, but they rarely change operating or strategic decisions C. We use financial statements for some important decisions, but the practice varies by issue or manager D. Financial statements are reviewed monthly and are routinely used to make pricing, spending, hiring, investment, and operating decisions E. Financial statements, forecasts, KPIs, and scenario analysis are integrated into our regular management and strategic decision-making process

A. We do not maintain a formal cash forecast and primarily manage cash by watching the bank balance B. We estimate near-term cash needs informally or only when cash becomes tight, but we do not maintain a rolling 13-week forecast C. We maintain a cash forecast, but it is not always 13 weeks, updated weekly, or reconciled to actual results D. We maintain a rolling 13-week cash forecast, update it weekly, and use it to identify shortages and manage receipts and payments E. Our rolling 13-week cash forecast is updated weekly, reconciled to actuals, scenario-tested, and actively drives collections, payments, borrowing, and spending decisions

A. We do not have adequate credit capacity and financing constraints are already limiting operations, working capital, or growth B. We have a line of credit, but available capacity is tight, uncertain, or may not support our expected growth and cash needs C. Our line of credit appears adequate for current operations, but we have not fully stress-tested it against growth, seasonality, or downside scenarios D. Our line of credit provides adequate headroom for forecasted operating and growth needs, and we regularly monitor availability and covenants E. We have deliberately sized committed credit and other liquidity sources against forecasts, growth plans, and stress scenarios, with sufficient headroom and backup options

A. We do not consistently calculate EBITDA or understand how operating decisions affect the value of the business B. We know EBITDA is important, but calculate or discuss it only occasionally, usually for a lender, advisor, valuation, or transaction C. We track EBITDA periodically and have identified some actions to improve it, but value creation is not managed through a formal plan D. We monitor EBITDA monthly, understand the principal value drivers, and actively manage initiatives intended to improve earnings and enterprise value E. We manage normalized EBITDA, its growth drivers, earnings quality, and valuation implications as part of a multi-year enterprise-value and exit-readiness strategy

A. We do not have a defined set of KPIs, or we mainly rely on revenue, bank balance, and other high-level measures B. We track many metrics, but it is not clear which ones are truly key, who owns them, or what action should follow when they move C. We have identified core KPIs and review them periodically, but definitions, targets, ownership, or reporting cadence are not fully consistent D. We use a focused KPI dashboard with clear definitions, targets, owners, and a regular review cadence tied to management action E. Our KPI system is tightly linked to strategy and financial outcomes, combines leading and lagging measures, uses thresholds and owners, and drives recurring management decisions

A. We do not consistently compare monthly operating expenses to a budget, plan, or prior expectation B. We review operating expenses, but negative variances are investigated inconsistently and accountability is limited C. We compare operating expenses to plan monthly and investigate major negative variances, but follow-up and ownership are not always consistent D. We review operating expenses monthly, require explanations for material negative variances, assign owners, and track corrective actions E. Expense variance management is integrated with departmental accountability, root-cause analysis, rolling forecasts, and resource reallocation decisions

A. We generally make investment decisions without a formal ROI, payback, or financial return analysis B. We use rough estimates, simple payback, or management judgment, but ROI calculations are not standardized C. We calculate ROI or payback for larger decisions, but the analysis is not consistently applied or scenario-tested D. We use a standardized ROI and payback analysis for material decisions and compare alternatives before committing resources E. Material investments use a disciplined business case with ROI, cash flow, payback, scenario/sensitivity analysis, alternatives, and post-investment review

A. We do not have a formal profit plan or budget that is used to manage monthly performance B. We prepare a budget, but it is mainly an annual planning or external requirement and is not consistently compared with actual results each month C. We have a profit plan and compare actual results to it monthly, but variance explanations, ownership, or forecast updates are inconsistent D. We use a driver-based profit plan and review actual versus plan monthly with explanations, owners, and corrective actions for material variances E. Our profit plan is integrated with operating drivers, monthly variance accountability, rolling forecasts, scenarios, and active resource-allocation decisions

A. We primarily know total company gross margin and do not have reliable supporting schedules by customer, product, or service B. We sometimes analyze gross margin below the company level, but the schedules are manual, incomplete, or not produced regularly C. We receive periodic gross-margin schedules for at least one important dimension, but the analysis is not fully timely, comprehensive, or integrated into decisions D. We receive accurate monthly gross-margin schedules by the customer, product, or service dimensions relevant to our business and use them in management decisions E. We routinely analyze gross and contribution margin by customer, product, service, and other relevant dimensions, with trends and actions tied to pricing, mix, and profitability improvement

A. We have not clearly identified the three most critical issues B. We have several suspected issues, but no agreed top three C. We generally know the top three issues, but they are not fully quantified or owned D. The top three issues are clearly prioritized with owners and action plans E. The top three issues are evidence-based, root causes are understood, and progress is reviewed regularly

A. Accountability is weak; ownership and follow-through are often unclear B. Accountability depends heavily on the individual manager or employee C. Roles and expectations are generally clear, but follow-through is inconsistent D. Goals, owners, deadlines, and performance expectations are routinely tracked E. Accountability is embedded in goals, metrics, coaching, decisions, and consequences

A. We cannot clearly identify the specific value drivers that differentiate the business B. We can describe general differentiators, but they are not validated or measured C. We have identified several value drivers and track some of them D. Our key value drivers are defined, measured, and actively used to guide decisions E. Our value drivers are quantified, benchmarked, and deliberately scaled as competitive advantages

A. Nearly all leadership time is spent in day-to-day operations and firefighting B. Most time is spent in the business, with only occasional strategic time C. Time is reasonably balanced, although strategic work is often displaced by urgent needs D. Leadership spends substantial protected time on strategy while the team manages routine execution E. Leadership is primarily focused on direction, people, capital, relationships, and future value creation

A. We do not have a clearly defined 3–5 year vision B. We have broad aspirations, but the vision is mostly informal or difficult to measure C. We have a written vision with major goals, but it is not fully translated into operating priorities D. We have a clear, measurable, and communicated 3–5 year vision that guides strategy E. Our 3–5 year vision is quantified and fully connected to strategy, talent, capital, markets, and milestones

A. Management information is often late, incomplete, inaccurate, or not trusted B. We receive useful information, but it is manual, lagging, or inconsistent C. We receive regular and generally reliable information, but it does not always drive action D. Management receives timely, accurate KPIs with clear ownership and follow-up E. Management information combines leading and lagging indicators, forecasts, accountability, and decision support

A. We have not systematically identified the company’s major risk areas B. We are aware of several risks, but mitigation is mostly informal C. Major risks are documented and some mitigation plans exist, but gaps remain D. Key risks have owners, mitigation plans, contingencies, and a regular review process E. Risk management is integrated into strategy, planning, scenarios, controls, insurance, and continuity decisions

A. Culture is unclear or problematic, and employees have limited understanding of vision, mission, or values B. Vision, mission, and values exist, but employee understanding and behavior are inconsistent C. Culture is generally positive and most employees understand the company’s direction and values D. Culture is strong, employees understand the vision and values, and leaders reinforce expected behaviors E. Culture is a competitive advantage embedded in hiring, leadership, rewards, decisions, and employee experience

A. We do not have a clear 100-day set of priorities B. We have many ideas or initiatives, but they are not clearly prioritized or owned C. We have identified several 100-day priorities, but plans, owners, or measures are incomplete D. We have a focused 100-day plan with owners, milestones, KPIs, and a review cadence E. Our 100-day agenda is sequenced, resourced, tied to enterprise value and vision, and reviewed weekly

A. Critical Weakness — one or more of these areas is materially limiting the business B. Significant Weakness — one or more areas regularly constrains performance C. Functional but Uneven — most areas are adequate, but at least one is noticeably weaker D. Strong with Minor Gaps — the five areas are generally strong, with limited imbalances E. Strong and Balanced — no area is a material constraint and all five are actively managed