How clearly has your organisation defined where revenue should come from?

Priorities change frequently and differ by team.We have target markets, but focus is still broad or inconsistent.Our ICP, value proposition and routes to market guide real trade-offs.Strategy is explicit, measured and regularly refined with evidence.

How consistently does work move across the customer lifecycle?

Outcomes depend mainly on individual effort and memory.Some stages exist, but ownership and hand-offs are uneven.Stages, owners and decision criteria are shared and followed.The lifecycle is governed, measured and improved as one system.

How useful is your CRM in guiding everyday commercial work?

It is mostly an incomplete record required by management.Core data exists, but teams still work around the CRM.The CRM supports the process and makes next actions visible.It is the trusted operational layer across the customer lifecycle.

How confidently can teams use revenue data to make decisions?

Basic numbers are incomplete or regularly disputed.Activity is visible, but quality and causality are unclear.Definitions are shared and reporting supports key decisions.Reliable data drives planning, action and continuous learning.

How intentionally is automation used across revenue work?

Automation is minimal or consists of disconnected experiments.Some repetitive work is automated, with uneven governance.Automation follows defined processes and removes real friction.Automations are governed, measured and designed across functions.

How deeply is AI connected to trusted workflows and context?

Use is individual, ad hoc and outside core workflows.Teams have useful experiments, but limited shared context.AI supports defined work with human review and clear ownership.AI is governed as an adaptive layer of the revenue system.

Directional system score

0/100

Your system has a foundation to build on.

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