Why diagnose before you train
Training budgets are often spent on the most visible symptom, such as low win rates or falling margins, without knowing the cause. The real issue might sit in skills, in the sales process, in how the organisation is structured or in how accounts are chosen. A diagnostic finds out before you invest.
It also builds agreement. When leaders see the same evidence, they align on both the problems and the solutions, which makes change easier to lead.
A diagnostic is also the first step in measuring return on investment. The validated As Is becomes the baseline against which every later improvement is judged, so you can show the business what has changed and why. Without it, the effect of training or reorganisation is hard to prove.
From light-touch scans to full diagnostics
Our approach scales to the question you need answered. A light-touch scan uses interviews, data reviews and field insights to give a quick view. A robust diagnostic uses our FIT2SELL or FIT4KAM methodology:
- FIT2SELL is for organisations selling B2B across varied customer bases.
- FIT4KAM is the strategic account version, going deeper into account selection, stakeholder alignment and growth potential.
Both use proprietary tools such as the Balance Check to validate findings.
What you receive
Every diagnostic gives leaders three things: a validated As Is picture of current performance, a shared Should Be that describes the target, and a clear, costed, prioritised Master Plan to bridge the gap. The plan covers capability, process, organisation and tools, so investment goes where it will have the greatest effect.
Because the plan is costed and prioritised, leaders can decide what to do first, what to phase and what to stop, and they can track progress against the Should Be.
Diagnosing a multi-country sales organisation
For international organisations, a diagnostic shows how performance and practice vary between markets. Our consultants resident in each country conduct interviews and field visits in the local language, so you hear what is really happening. Findings are brought together into one comparable picture, highlighting what should be common across countries and what needs a local answer.
When a diagnostic makes sense
Leaders usually ask for a diagnostic at a turning point. Typical moments include:
- results have stalled and the cause is unclear;
- a new commercial strategy needs a sales organisation able to deliver it;
- a merger, acquisition or private equity investment brings different sales teams together;
- a large training investment is planned and leaders want it to focus on the right capabilities;
- key accounts are not growing in line with their potential.
In each case, the diagnostic replaces opinion with evidence. Interviews and field observations show how selling really happens, data reviews show where performance differs, and the Balance Check tests whether conclusions hold up. Leaders then make investment decisions with a shared understanding of the problem and the priorities.