Growth Strategy

Most B2B teams don’t overspend on tactics, they overspend on guessing.

Like a physical for your go-to-market, a growth diagnostic pressure-tests the foundations (ICP, differentiation, handoffs, leadership assumptions) before you scale hires, agencies, or campaigns.

Here’s more detail on what it actually looks at, what it prevents, and why it’s usually a lot cheaper than your next mistake.

When B2B growth stalls, leaders are quick to act on symptoms to ease the pressure. But this doesn’t get to the root cause of the growth issue. The real constraint is often structural: ICP drift, muddled positioning, broken handoffs, and metrics no one trusts.

The smarter approach is to execute a B2B growth diagnostic to reveal the real constraints and blind spots in your growth engine.

We love evidence that we’re right, and that’s the problem. Confirmation bias pushes teams to validate assumptions instead of trying to disprove them.

From Wason’s card test to John Snow’s cholera work, the lesson is the same: earn conviction by challenging your thesis, not defending it.

Buyer personas often become wall posters — stock photos and stereotypes with no impact.

The fix isn’t better bios. It’s a shift in objective: map how the buyer decides. What triggers a search, what proof convinces them, what objections stall them, and what tradeoffs they’ll accept under pressure.

“Mid-market companies” isn’t an ICP. It’s a lake. The bait is psychographics, triggers, buying behavior, and pain that’s urgent enough to act on.

The “I” matters: ideal means prioritizing who you should pursue now, not everyone who could buy. Focus compounds.

Most mission and vision statements sound inspiring but fail under pressure.

A real North Star should do three things: name an urgent customer problem, make it easier to say “no,” and energize the people you want to attract. If it can’t guide decisions, it isn’t guiding.