Growth Alignment Diagnostic | Find the Friction Slowing You Down

Let’s Pinpoint What’s Holding Your Growth Back

You’re here because growth doesn’t feel as fast — or as frictionless — as it should.
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This test helps you figure out why.

Answer honestly. Don’t overthink it. And remember—this isn’t about being perfect.
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It’s about finding the gaps that are slowing you down.

‍When you’re done, you’ll get a personalised summary with the biggest levers to unlock growth.‍

Get Started

Let's get to know you a bit better.

Name

Your Role / Responsibility

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And your business...

Business Industry

Yearly Turnover

Expected Growth (next 12 months)

Years Operating

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1 out of 15 questions

Shared Vision at the Core

When you lay out your company’s big-picture vision, do your brand strategy and business strategy explicitly point to the same end goal?

Yes. We’ve got a crystal-clear “North Star,” and both our brand narrative and our business plan echo that same destination.

We mostly aim for the same horizon, though sometimes the brand and business teams talk about it in slightly different ways.

They’re aimed in roughly the same direction, but we haven’t confirmed if they fully align (nobody’s doing a direct comparison).

We’ve never tested or documented if our brand’s direction and our business direction even remotely match.

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1 out of 15 questions

Tangible Goals, Tangible Identity

How well do brand metrics (e.g., brand awareness, perceived differentiation) sync up with business KPIs (e.g., revenue, market share, customer lifetime value)?

We track them side-by-side. Our brand metrics are mapped directly to our business KPIs, showing how one influences the other.

We do keep track of both, but in separate dashboards that rarely “talk” to each other.

We have brand metrics and some business metrics, but there’s no real attempt at linking them.

We’re basically winging it: the business side has scattered numbers, brand side runs on creative “vibes,” and we’ve never tried linking the two.

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1 out of 15 questions

Consistency: External Messaging vs. Internal Reality

Do your external promises (the brand story you tell customers) reflect how your internal operations actually deliver?

Spot on. If we promise “innovative service,” our operations and culture ooze innovation from top to bottom.

Generally aligned, but some departments occasionally drop the ball on delivering the brand promise.

We talk a good game externally, but behind closed doors, it’s a scramble to keep up.

We don’t measure or track whether our internal processes fulfil external promises - we just assume or hope it works out.

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1 out of 15 questions

Who Steers the Ship? (Collaboration & Co-Creation)

How do the brand/marketing teams and the business/operations teams work together when setting strategies or launching initiatives?

They collaborate from Day One. Brand is woven into every strategic decision, and operations ensures it’s feasible.

They do loop each other in, though sometimes not until mid-project.

We have occasional alignment meetings, but each function mostly does its own thing.

There’s no formal process or data bridging brand and business. They basically ignore each other and toss demands over the fence last minute.

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1 out of 15 questions

Adapt & Evolve

How do you update both business and brand strategies when market conditions change (new tech, competitor moves, shifting consumer behavior)?

We have a set process—any pivot in business strategy triggers a review of our brand strategy (and vice versa).

We’re relatively agile; when the business strategy changes, we eventually adjust our brand messaging, albeit with some delay.

Changes happen in business strategy first. If brand changes, it’s usually reactive and sporadic.

We’ve never established a formal process to update both in tandem; we just pivot the business direction and hope the brand keeps up.

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1 out of 15 questions

Vision vs. Pricing & Positioning

Does your pricing and market positioning mirror your brand identity (e.g., premium brand with premium pricing, value brand with competitive pricing)?

Yes, 100%. We know exactly how we want to be perceived, and our pricing strategy reinforces that message perfectly.

We try to match pricing to our brand value, though sometimes we adjust to match competitors.

We mostly set prices based on “what the market can bear,” without much reference to brand identity.

Pricing is mostly gut-feel or cost-based; we’ve never validated how (or whether) it aligns with our brand promise.

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1 out of 15 questions

Internal Alignment & Culture

How do employees (beyond the brand or marketing team) live out the company’s stated brand values and strategic objectives?

Our culture is a walking advertisement for our brand and strategic goals - employees champion them daily.

There’s decent awareness. Leadership does push brand values, though some employees might not fully engage.

Our brand values exist in a PDF or on a wall poster, but they’re not exactly shaping everyday decisions.

We’ve never surveyed or trained employees on our brand values or strategic goals, so we have no data on real-world alignment.

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1 out of 15 questions

Customer Feedback & Alignment Checks

When customers or users give feedback, how does it get integrated into both the business strategy and the brand narrative?

We have a structured feedback loop that regularly refines our strategic priorities and brand messaging.

We gather feedback and occasionally adapt business or brand approaches, but there’s no formal process.

Feedback is collected, but usually doesn’t shift anything major unless it’s an outright catastrophe.

We rarely capture feedback; if we do, it’s not tracked or analysed, so it never informs strategy or brand.

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1 out of 15 questions

Leadership Commitment

Do top leaders (CEO, founders, directors) actively reference and reinforce both business objectives and the brand story in their decisions and communications?

Absolutely. Every major call or meeting weaves in brand implications and business KPIs, so everyone sees the connection.

They do talk about business goals all the time, brand less so. But brand does come up occasionally in big announcements.

Leadership focuses heavily on the numbers, leaving brand talk mostly to marketing folks.

We don’t gather data on how leadership references brand or business strategy; they pretty much just do their own thing.

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1 out of 15 questions

Future-Focused & Sustainable Growth

How deliberately do you plan for long-term growth, ensuring the brand can expand or pivot with the business?

We regularly revisit brand and business strategies together to plan for future market opportunities.

We have long-term business plans, and the brand usually follows - but not always in perfect sync.

Our “future focus” is more about short-term revenue goals; brand strategy often stays static.

We don’t have a formal long-term growth plan or brand evolution roadmap—it’s basically day-to-day survival mode.