neon-rutger/b2b-revops-skills/revops-diagnostic

┌─────────────────────────────────────────────────┐
│              GOVERNANCE                          │
│   Strategy + Priorities + KPIs & Rhythm          │
│   The control system that steers everything      │
├─────────────────────────────────────────────────┤
│              ENABLEMENT                          │
│   People + Process + Platforms + Data Spine      │
│   The infrastructure everything runs on          │
├─────────────────────────────────────────────────┤
│           ICP VALUE LOOPS                        │
│   Product Value Engine + Revenue Engine          │
│   Where value actually gets created              │
└─────────────────────────────────────────────────┘

Weekly:     Check execution. Are we building what we planned?
Monthly:    Check progress. Small steers.
Quarterly:  Board review. Bigger steers if needed.
Annually:   Re-plan. Fresh gap analysis. Possibly adjust desired state.

PEOPLE & COACHING:    Capacity, roles, skills, onboarding, coaching rhythm,
                      compensation (shapes behavior), team structure
 
PROCESSES:            Handovers, workflows, ICP targeting, qualification,
                      GTM methodology, content library
 
PLATFORMS:            CRM (configured, not just installed), marketing/sales/CS
                      tools, AI & LLMs, tech stack architecture
 
DATA SPINE:           Definitions, data flows, data quality, metrics
                      architecture, dashboards, single vision of truth

Product Value Engine:  Design → Build → Measure → Learn
Revenue Engine:        Market → Acquire → Adopt & Realize Value → Renew & Expand

COMMON MISDIAGNOSIS PATTERNS:
┌──────────────────────┬───────────────────┬─────────────────────────┐
│ Symptom              │ Common Blame      │ Actual Constraint       │
├──────────────────────┼───────────────────┼─────────────────────────┤
│ Pipeline weak        │ Revenue engine    │ Processes don't qualify │
│                      │                   │ properly (Enablement)   │
│ Forecast wrong       │ Data              │ Definitions aren't      │
│                      │                   │ aligned (Governance)    │
│ Reps underperforming │ People            │ Platforms not configured│
│                      │                   │ for workflow (Enablement)│
│ Too many initiatives │ People are busy   │ No portfolio governance │
│                      │                   │ or WIP limits (Govern.) │
│ Churn at month 4     │ CS team           │ Wrong ICP or broken     │
│                      │                   │ onboarding (Value Loop) │
│ "We need a new CRM"  │ Platform          │ Processes undefined,    │
│                      │                   │ data spine missing      │
│ Marketing "doesn't   │ Marketing team    │ No shared ICP, no       │
│ generate pipeline"   │                   │ feedback loop, broken   │
│                      │                   │ attribution (Enablement)│
│ Deals slip late in   │ AE skill          │ No mutual action plan,  │
│ quarter              │                   │ weak multi-threading    │
│                      │                   │ (Process + Governance)  │
└──────────────────────┴───────────────────┴─────────────────────────┘

INFORMATION: Do we have the right signals and shared definitions?
  Check:
  □ Are stage exit criteria defined, agreed, and audited?
  □ Do we log lost/stalled reasons? What's the 60-day pattern?
  □ Is Time-to-First-Impact tracked for new customers?
  □ Do dashboards show the same reality across teams?
  If Information is weak: People debate numbers instead of decisions.
  Fix: Align definitions, build the data spine, create shared views.
 
FOCUS: Do we have rhythm, rights, and clear priorities?
  Check:
  □ Is there a weekly revenue review with a default agenda?
  □ What qualifies as a breach (exception that needs immediate action)?
  □ Who owns Go/No-Go on experiments? What are the stop-rules?
  □ Are decisions logged with owner, deadline, and expected impact?
  If Focus is weak: Decisions don't stick. Too many parallel initiatives.
  Fix: Install operating cadence, assign decision rights (DACI),
       set WIP limits, create a decision log.
 
ACTION: Do decisions get executed and do learnings spread?
  Check:
  □ For last month's top 3 decisions: what's the owner, status, impact?
  □ When something works, how does it spread (playbook, enablement)?
  □ Are experiments time-boxed with clear success metrics?
  If Action is weak: Great discussions, no follow-through.
  Fix: Embed action tracking in cadence, create spread mechanisms,
       install experiment backlog with kill criteria.

1. PURPOSE
   Is the goal clear? Does everyone understand what success looks like?
   If not: No amount of process or tools will help.
 
2. DEMAND
   Is there real demand for what we're doing? Are we targeting the right
   market, segment, and ICP? Is the problem we solve urgent enough?
   If not: Fixing execution won't help if the market isn't there.
 
3. CAPABILITY
   Do we have the skills, tools, and knowledge to execute?
   If not: Training, hiring, or tooling; but only after Purpose and
   Demand are confirmed.
 
4. FLOW
   Is work moving through the system without waste, bottlenecks, or
   unnecessary handoffs? Are there queues building up?
   If not: Process redesign, bottleneck analysis, handoff improvement.
 
5. SYSTEM CONDITIONS
   Are the surrounding conditions (data quality, tool configuration,
   integration reliability, team structure) supporting or hindering work?
   If not: Infrastructure fixes; data spine, platform config, integrations.
 
6. MANAGEMENT THINKING
   Is leadership's mental model of how the business works accurate?
   Are they making decisions based on reality or outdated assumptions?
   If not: This is the hardest to fix. Requires honest conversation
   about what the data actually shows vs. what leadership believes.

CAPABILITY 1: CUSTOMER VALUE FROM INSIGHTS     (1-4)
CAPABILITY 2: REVENUE GENERATION EFFICIENCY    (1-4)
CAPABILITY 3: ENABLEMENT                        (1-4)
CAPABILITY 4: GOVERNANCE & EXECUTION            (1-4)