The Diagnostic

Ecosystem growth needs the whole business.

It takes alignment across every function and with the companies you depend on.

The Diagnostic reads the system end to end, names what growth depends on and shows what must be true before you invest.

Every engagement begins with the Diagnostic. What follows is shaped by the evidence and what role you want us to play.

Start a conversation
THE EXTERNAL ECOSYSTEMGlobal SIsFORMINGHyperscalersALIGNEDTechnology partnersALIGNEDCustomer communitiesALIGNEDBoutique and regional SIsFORMINGAdvisory firmsTO EXPLORETHE INTERNAL ECOSYSTEMevery function in the businessalignedformingto exploreILLUSTRATIVETHE EXTERNAL ECOSYSTEMGlobal SIsFORMINGHyperscalersALIGNEDTechnologypartnersALIGNEDCustomercommunitiesALIGNEDBoutique and regional SIsFORMINGAdvisory firmsTO EXPLORETHE INTERNAL ECOSYSTEMevery function in the businessalignedformingto exploreILLUSTRATIVE

You cannot expect ecosystem outcomes you have not designed for.

If your growth depends on your ecosystem, it has to show up in how you lead, resource, measure and go to market.

See the Diagnostic from your side.

  • Investment

    The money follows the ecosystem you say you depend on.

    Usually it still favours direct.

  • Value exchange

    Your value to them is as clear as the value you expect from them.

    Usually only one side of that is written down.

  • Leadership and ownership

    One plan, shared accountability, and people who can actually run it.

    Usually there are three plans and no owner.

Without these conditions, businesses remain interchangeable, spread their investment too thin or become dependent on growth they do not control.

Your leadership team leaves knowing what to do first.

The report shows the evidence, names what growth depends on and separates the decisions only leadership can make from the work that follows.

See the extract from your side.

Executive Extract

Illustrative

Enterprise software company, APAC

Prepared for
CEO and executive team
Situation
Year three. Partner-sourced revenue flat. Direct-first history.

Executive judgement

The plan depends on partners. The business is still built for direct.

Shared with the leadership team only.

Evidence behind the judgement

Commercial implication

Leadership decisions

Sequenced action

The full Diagnostic links every finding to evidence, owners and a sequenced roadmap.
Start a conversation

How the Diagnostic runs

Every situation is different. How we work is not: agree the outcome, gather the evidence, test our read and set the order.

  1. Leadership context

    Agree the outcome

    Align on the approach and what leadership needs to act on.

  2. Evidence

    Read the system

    Review performance, incentives, operating choices and the perspectives of the functions shaping the outcome.

  3. Our read

    Test the judgement

    Join up the evidence, find what the outcome depends on and check it against the other explanations.

  4. Executive readout

    Make the decisions explicit

    Set out what we found, what the leadership team has to agree on and what happens first.

After the readout

The Diagnostic stands on its own.

Some leaders take the report and run with it. Others ask us to help design, build or lead what comes next. Any further scope follows the report.

Built around the outcome

We look at as much of the go-to-market as the outcome needs. No more.

Fit before proposal

Before we propose anything, we’ll tell you straight whether we can help, and how.

What leadership usually asks.

When is the Diagnostic the right place to start?

When leadership needs a clear view before it commits. For example:

  • A partner leader who needs the leadership team to see that the issue is bigger than one function.
  • A technology company deciding which partners to bet on, based on alignment and joint value.
  • A CEO setting next year’s budget and strategy, who wants to know what growth depends on first.
Who needs to be involved?

It starts with the leadership team. Then we talk to the people closest to the commercial, operating and partner decisions that shape the outcome. Who is involved depends on the outcome. There is no fixed list.

How long does it take and how is it scoped?

Weeks, not months. The scope follows the outcome you want and how much of the go-to-market it touches. Before work begins, we agree exactly what it will cover, so there are no surprises.

What happens after the Diagnostic?

Leadership gets a clear view of what growth depends on, the decisions to agree and what to do first. Many teams act on it themselves. If you want help to design, build or lead what comes next, that is a separate piece of work, and only if the report calls for it.

Tell us the outcome you want.

Bring the growth goal, the problem or the opportunity in front of you and we’ll take it from there.

Start a conversation