Specification v1.4
The method
This page is the v1.4 specification. Each version is published at a permanent address and remains available without amendment, so a result can be audited against the exact rules that produced it.
Permanent address: /method/v1.4/ · Superseded versions remain live indefinitely
1. Definitions
Each term below has one meaning in this specification and is used no other way. Where a word is in common use with a looser meaning, the definition here is the one that applies.
| Term | Definition |
|---|---|
| Growth Score | The product: a commercial capability diagnostic taken by a company, and the reporting built on it. Also, in context, the headline number from 0 to 100 that the method returns. |
| Method | The published specification: the model, the questions, the scales, the arithmetic, the bands and the version record. Free to read and implement. |
| Capability | What a company has built and can evidence, measured by 32 questions across the sixteen cells. Reported 0 to 100. |
| Momentum | Whether the engine is producing output now, measured by 5 questions against what the company needs to be true. Reported 0 to 100, never merged into capability. |
| Stage | Where a problem shows up: Demand, Sales Process, Closing or Expand. One axis of the model. |
| Root cause | Why the problem exists: Product, People, Process or Repeatability. The other axis. |
| Cell | One intersection of a stage and a root cause. Sixteen in total, two questions each. |
| Local root cause | The weakest root cause within the primary stage. What to fix first, where it hurts. |
| Systemic root cause | The weakest root cause across all four stages. Usually the larger prize, because fixing it lifts more than one stage. |
| Lens | The plain-language summary of the diagnosis: Volume, Efficiency, Control or Expansion. |
| Band | The range the headline score falls into: Forming, Developing, Established or Durable. A description of state, not a grade. |
| Motion | A business model with a materially different commercial engine, such as subscription software or direct to consumer. Determines which questions are asked, never how they are scored. |
| Maturity level | Pre-revenue, early revenue or scaling. Also determines the questions, not the model. |
| Segment | One motion at one maturity level. The only group within which peer comparison is valid. |
| Fix | An action the company carries out itself, with an owner, a date and the evidence that would show it worked. |
| Route | Sending a company to a provider for the category of help the diagnosis indicates. Indicates support; never rations it. |
| Rescore | Taking the same measure again, at least 90 days later, on the same method version. |
| Movement | The difference between two measurements of the same company. Reported as change, never as improvement caused by anything. |
| Cohort | A defined group of companies measured under one licensee. The unit of institutional reporting. |
| Licensee | An institution licensing the reporting: a bank, a public body, a university, an accelerator or a fund. Companies are never licensees and never pay. |
| Conformance | An implementation returning the expected output for every published test vector at a stated version. Only a conforming implementation may use the name. |
| Register | The record of results taken through a conforming implementation. What makes a result verifiable by a third party. Not published. |
| Deterministic | The same answers return the same result every time. No generative model is in the scoring path. |
Terms deliberately not used. This is not described as a rating, a ranking, a credit score, a benchmark position or a prediction. Each implies something the method does not do. See Limits.
2. What is measured
Thirty seven questions. Thirty two measure capability, what the company has built. Five measure momentum, whether the engine is producing output now. The two are scored separately and averaged, because the gap between them is itself diagnostic.
Capability questions sit in a four-by-four matrix: four go-to-market stages against four root causes, with two questions in each cell.
| Stage | The job it does |
|---|---|
| Demand | Create enough qualified attention from the right kind of customer |
| Sales Process | Turn that attention into real, progressing opportunities |
| Closing | Convert progressing opportunities into paying customers, with timing that can be managed and evidenced |
| Expand | Keep customers and expand the value of existing relationships |
| Root cause | The question it asks |
|---|---|
| Product | Is the proposition, value and business case sharp enough? |
| People | Are the right people, judgement and accountability in place? |
| Process | Is there a defined, evidenced way of working that can be inspected? |
| Repeatability | Is what works captured, codified and reused rather than reinvented? |
3. The scales
Both scales store a value from 1 to 5. They ask different questions, so their labels differ. Capability is scored on evidence and consistency, not intent.
Capability scale · questions 1 to 32
| Value | Label | Meaning |
|---|---|---|
| 1 | Not in place | This is not true in practice yet, or we do not really do it. |
| 2 | Inconsistent | It happens in some cases, but not reliably, consistently or with clear evidence. |
| 3 | Partly in place | We have a working version, but usage, ownership or evidence is uneven. |
| 4 | Consistent | It is part of how we normally operate and we can evidence it. |
| 5 | Proven and improving | It works, is evidenced, and we review or improve it over time. |
Momentum scale · questions 33 to 37
| Value | Label | Meaning |
|---|---|---|
| 1 | Well below target | This area is materially short of where it needs to be. |
| 2 | Below target | There is some movement, but it is not enough or not reliable. |
| 3 | Partly on track | There is usable movement, but it is uneven or not yet enough. |
| 4 | On track | This area is broadly where it needs to be. |
| 5 | Strong | This area is ahead of target or clearly working. |
4. The arithmetic
Reproducible by hand. No value is weighted by sector, company size or another factor, and no generative model is in the scoring path. The same answers return the same score under the same method version.
// every step, in order cell = mean(its 2 questions) // 1 to 5 stage = mean(the 4 cells in that column) // 1 to 5 rootCause = mean(that cause across all 4 stages) // 1 to 5 capability = mean(all 16 cells) / 5 * 100 // 0 to 100 momentum = mean(the 5 momentum answers) / 5 * 100 score = round((capability + momentum) / 2)
Bands
| Band | Score | What it means |
|---|---|---|
| Forming | 0 to 39 | The commercial engine is not yet built. Pick one stage and install the basics before widening. |
| Developing | 40 to 59 | Parts of it work. What has been built and what is done daily are not yet pulling together. |
| Established | 60 to 79 | A working commercial engine. The next step is making it hold at greater volume. |
| Durable | 80 to 100 | Works without the founder in the room and survives more volume. Attention shifts to keeping customers. |
A 58 and a 61 are functionally the same engine. A few points either side of a band boundary is noise, and the method says so rather than letting the band imply precision it doesn’t have.
5. The diagnosis
The score is the headline. The diagnosis is the point. A deterministic rule engine identifies three things, in this order:
- The primary stage. Where the symptom is loudest.
- The local root cause. Within that stage, the weakest of the four causes.
- The systemic root cause. Across all four stages, the weakest cause overall.
When the systemic cause is materially weaker than the local one, the report says so. Not just a Closing problem: Process is weak across your whole engine. That’s usually the bigger prize, because fixing it lifts more than one stage.
Every diagnosis rolls up into one of four plain-language lenses.
| Lens | What it means |
|---|---|
| Volume | Not enough qualified demand is being created. Symptom: thin pipeline. |
| Efficiency | Opportunities exist but don’t convert consistently. Symptom: low win rate. |
| Control | The forecast can’t be trusted. Symptom: late-stage slippage, deals progressing on seller opinion. |
| Expansion | Customers aren’t renewing or expanding at the rate needed. |
What’s not published here. The rule precedence and thresholds that select the lens, and the sixteen-cell library that turns a stage and cause into a written diagnosis and a set of actions. Those are the product. The measurement is the standard; the prescription isn’t. Licensees receive both in full before signing, under the licence.
6. Capability against momentum
A single headline score can hide the distinction between what the company has built and what it is producing now. The gap between capability and momentum is useful for diagnosis.
| Capability | Momentum | What it usually means |
|---|---|---|
| Low | Low | The engine is still being formed and is not yet producing consistently. Pick one stage and install the basics. |
| Low | High | Results may be coming mainly from founder effort. This can indicate capacity risk: output may fall if the effort cannot be sustained. |
| High | Low | The engine is built, but it may not be being used consistently. Examine who inspects the pipeline and how often, rather than assuming the capability is missing. |
| High | High | The engine is built and producing. Focus shifts to expansion and durability. |
7. What happens after the diagnosis
A diagnosis becomes useful when it is connected to an action. The method provides two paths, and the result indicates which one to examine.
| Path | What it is | When |
|---|---|---|
| Fix | Specific actions the company carries out itself, each with an owner, a date and evidence to review at follow-up | Most root causes. No adviser or additional provision is required |
| Route | A category of support indicated by the result, matched to a provider through the licensee’s own directory or process | Where the fix needs a person, or where an institution wants to deploy provision it already funds |
The company can take the measure again after the minimum interval. The report shows movement alongside the path selected and its timing. It reports sequence, not causation: it records what preceded what but does not establish that the action caused the change.
How the rescore works
| Question | Answer |
|---|---|
| Who starts it? | The company, at any time after 90 days. A licensee can also open a rescore window for a cohort, but cannot complete it on a company’s behalf. |
| Same questions? | Yes, on the same method version. If the version has changed, the report states whether the two remain comparable. |
| Why 90 days? | Shorter than that and you are measuring intent rather than change. It is a floor, not a schedule. |
| What counts as movement? | Any change in the underlying cell scores. We report the size and direction, and we do not label a threshold as “significant”, because with the current sample that would be an invented claim. |
| What does the company get between measurements? | Its committed actions, with owners, dates and the evidence that would show each one worked. |
| What does a licensee see? | Movement per company for its own cohort, and the cohort distribution. Never companies outside its cohort. |
| Comparable across sectors and maturity? | Scores are comparable everywhere, because the construct and arithmetic are identical. Peer benchmarking is only valid within one business model at one maturity level. |
The rules that select actions, and the rules that map a diagnosis to a support category, are part of the licensed layer and are not published. That the mapping is deterministic, and identical for two companies with the same result, is.
Everything on this page, applied end to end: the full specimen report shows one company scored, diagnosed, routed and given a plan, with every term defined at the back.
8. Motions and maturity
Companies do not all have the same commercial engine. A measure that applies the same evidence questions to a direct-to-consumer brand and a deeptech hardware business can create misleading certainty.
So the instrument is motion aware. The construct never changes. The evidence used to populate it does.
Fixed for every company
- The four stages and four root causes
- The sixteen cell structure, two questions per cell
- Both answer scales, the arithmetic and the bands
- The diagnosis logic
Varies by motion
- The wording of the questions and the indicator each one asks about
- The stage labels a respondent sees
- The worked examples in the report
A subscription software founder is asked about qualification and pipeline progression. A DTC founder is asked about storefront conversion, contribution margin and repeat rate. Both produce a comparable position on the same scale, because they are answering the same question about their own engine in the language of their own business.
What each stage means, by motion
| Stage | Subscription and PLG software | Physical product and DTC | Services and consulting |
|---|---|---|---|
| Demand | Qualified attention from the right accounts or the right self-serve users | Traffic and attention from the right customer, at a cost that works | Enquiries from the kind of client you want |
| Sales Process | Pipeline that progresses, or activation that reaches the value moment | Consideration: the customer gets far enough to intend to buy | Scoping and proposal that reaches a real decision |
| Closing | Signed contracts, or conversion to paid, with predictable timing | Checkout and first purchase conversion | Won engagements, with terms that hold |
| Expand | Retention, adoption, upsell | Repeat purchase, basket growth, subscription where it applies | Repeat mandates, referral, account growth |
Motions
| Motion | Status |
|---|---|
| B2B subscription software and digital services | In the method |
| B2B product-led growth | In the method |
| B2B physical product, hardware and deeptech | In the method |
| B2C physical product, direct to consumer and e-commerce | In the method |
| B2B services, consulting and agency | In the method |
| Marketplaces and platforms | under consideration |
| Fast moving consumer goods | under consideration |
A motion earns its own question set only when its commercial engine is genuinely different. Adding one for the sake of coverage would fragment the data for no gain.
Maturity
Each motion runs at three levels, because the same stage asks a different question depending on how far along the company is.
| Level | The question that matters |
|---|---|
| Pre-revenue | Is there evidence anyone will pay, and is there a way to find out that does not depend on the founder alone? |
| Early revenue | Did it work more than once, for reasons you can name and repeat? |
| Scaling | Does it work without the founder in the room, and does it survive more volume? |
What this costs us, stated plainly. Peer comparison is only fair within a comparable group, and a comparable group is now a motion at a maturity level. That multiplies the number of segments and pushes any published peer benchmark much further out. We would rather say so than publish a percentile drawn from a group that is not really a group. See the version history for the threshold.
9. Machine-readable artefacts
The specification is published as data, not only prose, so a third party can implement against it.
| Artefact | Contains | Status |
|---|---|---|
/method/v1.4/scales.json | Both answer scales, values, labels and meanings | Published |
/method/v1.4/bands.json | Band thresholds and definitions | Published |
/method/v1.4/model.json | Stages, root causes, the cell map, the arithmetic | Published |
/method/v1.4/instrument.json | The full question set | Published |
/method/v1.4/vectors.json | Conformance test vectors | Published |
// scales.json, abridged { "version": "v1.4", "capability": { "instruction": "Score how true this is in practice today. Use evidence and consistency, not intent.", "options": [ { "score": 1, "label": "Not in place" }, { "score": 2, "label": "Inconsistent" }, { "score": 3, "label": "Partly in place" }, { "score": 4, "label": "Consistent" }, { "score": 5, "label": "Proven and improving" } ] } }