The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue

Marketing reports traffic and enquiries. Sales questions lead quality or lacks capacity to follow up. Finance cannot reconcile the results to revenue, while service teams see retention problems after the acquisition report ends. Before funding more growth activity, find which handoff is limiting results.

Use the Digital Growth Diagnostic to follow demand through enquiries, qualification, revenue or service uptake, and retention. Check whether the numbers are wrong or whether a customer or commercial handoff is failing. Then use the evidence to choose between validating the baseline, fixing a foundation, testing a change, improving a handoff, funding wider work, deferring or stopping. The method is independent of any particular channel.

This is an Abrasim decision-support working methodology. It is not a statutory or financial audit, an attribution guarantee, a legal or privacy opinion, a media audit sold as growth strategy, or proof that more acquisition will improve revenue. Organisation-specific rates, values, benchmarks, causal claims and future outcomes are REQUIRES VALIDATION until accepted evidence establishes them.

Executive decision card: complete before opening a channel platform

1. The Market Connection Context

The recognisable condition is not merely “digital performance is weak”. It is an executive funding decision being made with a partial value path:

• demand or traffic appears to grow while accepted pipeline, revenue or retained value does not;
• channel dashboards report efficient conversions while sales or service records show weak fit, delayed response, rejection, low value or avoidable loss;
• sales blames lead quality while marketing cannot see qualification outcomes, response time or reasons for rejection;
• revenue exists but source, customer cohort, margin relevance or retention cannot be reconciled;
• teams optimise acquisition, the website, CRM and sales activity independently, so each local measure can improve while the end-to-end result remains unclear;
• leadership is presented with a longer list of campaigns, tools or redesign work before the material constraint has been located;
• the organisation cannot tell whether the problem is demand, relevance, journey friction, measurement, handoff, fulfilment, capacity, or retention.

The market connection at stake is whether a relevant person with a real need can discover, understand, choose, receive and continue to value what the organisation offers. Digital channels are evidence and delivery surfaces within that relationship. They are not the purpose of the diagnosis.

The diagnostic value path

For every suspected break, use this causal chain:

Recognisable customer or leadership condition → named value-path break → customer and operating consequence → potential revenue, margin, cost, capacity or retention exposure → evidence required to quantify it → dated funding or operating decision.

A platform variance, anecdote or correlation may identify where to look. It does not establish the cause or economic exposure. Those remain INFERRED or REQUIRES VALIDATION until the relevant definitions, population, period, source lineage, alternative explanations and attribution limits are accepted.

The decision to make

Leadership must complete this statement before the evidence request:

By [decision date], [named decision owner] will decide whether to [validate, fix, test, change, fund, defer or stop] [bounded growth intervention] because evidence shows the material constraint is at [named transition], subject to [customer, commercial, capacity, legal, privacy, security and operating guardrails].

The decision date is the point at which leadership will resolve the question, explicitly request defined validation or record a defer/stop decision. It is not a delivery promise.

When to use this method

Use the diagnostic when:

• leadership is considering material growth funding but cannot trace activity to customer and commercial value;
• analytics, CRM, sales, finance, service or retention evidence conflicts or does not join;
• the apparent constraint crosses a customer journey and at least one functional handoff;
• acquisition quality, sales capacity, journey performance or retention may explain the same visible symptom;
• several channels, teams or suppliers each hold part of the evidence;
• an intervention needs a defensible baseline, owner and review gate before implementation.

Do not use the full method when:

• a known urgent security, privacy, legal, safety or customer-harm issue requires containment by the authorised specialist;
• one narrow, reversible issue has trusted evidence, one owner and a cheaper direct test;
• the organisation wants channel optimisation only and accepts that it will not answer the end-to-end commercial question;
• leadership has already selected the solution and will not consider evidence against it;
• no authorised owner will reconcile definitions, release evidence or make the decision;
• the likely burden of diagnosis is greater than the material decision it could improve.

Scope, exclusions and dependencies

Scope one decision, one market or customer boundary, the selected products or services, the value-path stages, the evidence period, the material journeys and handoffs, and the decision forum. Include every channel that could materially affect the selected decision, but do not create a separate audit merely because a platform exists.

Material exclusions are campaign build or ongoing optimisation, media buying, a comprehensive technical SEO inspection, a full product redesign, CRM replacement, statutory financial assurance, legal or privacy conclusions, security certification, customer-research consent approval, guaranteed attribution, and guaranteed growth outcomes. A bounded diagnosis may recommend one of these; it may not pretend to complete it.

Dependencies normally include a CMO or equivalent decision owner, commercial sponsorship, finance acceptance of revenue and contribution definitions, sales or service ownership of qualification and handoff evidence, authorised analytics and CRM access, customer or journey evidence, privacy and security authority where personal or sensitive information is involved, and capacity to act on one accepted priority.

Expected result

A completed diagnostic should leave leadership with:

• an approved decision charter and cross-functional responsibility map;
• a common value-path and stage-definition dictionary;
• an evidence-chain register showing authoritative sources, joins, gaps, lag and uncertainty;
• a channel-independent demand and customer-journey view;
• a small set of causal findings rather than a catalogue of platform issues;
• credible alternatives, including fix, test, simplify, retain, defer, do nothing and stop;
• a prioritised option with commercial logic, evidence confidence, dependencies and downside visible;
• a controlled proof or implementation plan where action is justified;
• an executive decision record, operating handover and measurement contract;
• dated continue, change, hold, stop or scale gates.

These are decision, baseline and operating artefacts. They do not guarantee traffic, conversion, revenue, margin or retention performance.

Specialist handoff boundary

The diagnostic locates a constraint through the first meaningful response handoff. It does not absorb the specialist method that repairs the full journey or downstream operating system.

Every handoff records source decision ID, current boundary, receiver, evidence transferred, unresolved condition, resource authority, decision granted/not granted, next gate and expiry or reopen trigger. The End-to-End Customer Journey and Handoff Audit: From Demand to Delivered Value owns the full current-state journey, fulfilment, support and recovery audit; this diagnostic does not authorise that work by implication.

2. The Leadership vs. Delegation Boundary

The diagnostic can be run internally. The relevant test is whether the organisation can assemble cross-functional authority, trusted evidence, independent challenge and enough operating capacity to follow the value path beyond marketing activity.

When an internal team is sufficient

A capable internal team can lead when the sponsor can grant lawful access across analytics, CRM or workflow, sales, finance and retention evidence; the functions accept one set of stage definitions; a senior lead can challenge channel and supplier assumptions; finance can validate commercial definitions; and a named operating owner can act on the result.

Use the narrowest competent team. A known tagging fault needs a measurement specialist. A contained paid-media waste pattern with trusted downstream quality evidence may need a media specialist and commercial owner. A single sales-response bottleneck with reliable timestamps may need workflow improvement rather than a full diagnostic.

When an independent senior partner is justified

Independent leadership is proportionate when:

• acquisition budget, pipeline ownership, revenue evidence and retention accountability sit with different executives;
• teams materially dispute the source, definition, period or interpretation of the same result;
• an incumbent channel, platform or implementation supplier benefits from a particular diagnosis;
• leadership is considering substantial funding, a journey redesign or operating change before the constraint is established;
• the internal team lacks temporary capacity or authority to reconcile evidence and facilitate a decision;
• the diagnosis must leave an auditable trail and usable artefacts that another qualified team can operate.

If the decision crosses functions, depends on contested evidence or carries material investment risk, Abrasim can lead the Digital Growth Diagnostic and leave the team with the evidence chain, decisions and operating ownership. If the issue is narrow and the evidence is already trusted, an internal team or focused specialist is likely to be more proportionate.

An external diagnostic partner must disclose implementation interests, referral relationships, platform incentives and prior involvement. The diagnosing party may propose later work, but may not mark its own findings as verified, accept the organisation’s risk, or approve its own implementation.

Conditions that stop or narrow the work

Stop, contain or re-charter when:

• evidence access would breach law, contract, privacy, security or customer expectation;
• the sponsor will not name a decision, date or authorised owner;
• an immediate customer, financial, security or regulatory risk needs specialist response;
• stage definitions cannot be reconciled enough to support the decision;
• the available population, joins or period are too weak and leadership will not accept a bounded validation step;
• the organisation cannot serve additional demand or operate any plausible intervention;
• a material conflict of interest cannot be mitigated;
• new evidence shows the chartered question is not the material constraint;
• further collection would add burden without changing the decision.

Stopping with a reason, accepted exposure, evidence gap and restart condition is a valid result.

Decision and escalation route

Questions for evaluating a provider

1. Which executive funding or operating decision will the diagnostic resolve?
2. How will you trace demand through qualification, realised revenue and retention rather than stop at channel conversions?
3. Which systems and human evidence will you require, and which are authoritative for each stage?
4. How will you deal with missing joins, unattributed outcomes, lag and contradictory definitions?
5. How will you separate a measurement defect from an actual customer or commercial constraint?
6. How will you test platform, agency, sales and stakeholder explanations without assuming one is correct?
7. How will finance, sales, service, customer and privacy authorities enter the decision?
8. Which work is performed by senior practitioners and where is human judgement recorded?
9. How will you compare fix, test, process, proposition, capacity, no-action and stop alternatives?
10. What evidence would make you recommend less acquisition spend or no further work?
11. Which artefacts and definitions will remain usable by the internal team?
12. What is an audit output, and what future commercial result still requires implementation evidence?

3. The Step-by-Step Execution Standard

Run the sequence against one bounded growth decision. Where markets, propositions or business models have materially different value paths, use separate charters and connect dependencies rather than blending unlike populations.

Step 01: Charter the growth decision

Purpose and decision served
Turn a broad request to “improve digital growth” into one decision about what leadership may validate, fix, test, fund, defer or stop.

Accountable owner
CMO or equivalent growth executive; the executive sponsor accepts the commercial consequence and decision forum.

Delegated lead and contributors
Diagnostic lead facilitates. CEO, CRO or sales owner, CFO or finance delegate, customer/service owner, analytics owner, privacy/security authority and affected journey owners contribute where the boundary requires them.

Preconditions, inputs and access
A recognisable leadership condition, an authorised sponsor, the proposed market or customer boundary, known funding question, material constraints and the date of the forum that will make the decision.

Actions

1. Write one decision statement using the Section 1 pattern.
2. Name the market, customer group, products or services, geography, journey and time period in scope.
3. State the suspected transition without treating it as a finding.
4. Record the economic lenses: revenue, margin, cost, capacity, retention, risk, investment efficiency or service value.
5. Name inclusions, material exclusions, dependencies, conflicts and specialist-review requirements.
6. Agree the evidence threshold, decision date, expected outputs and proportional limit on burden.

Evidence to retain
Sponsor-approved charter, scope map, suspected-constraint statement, conflict declaration, decision calendar and approval record.

Decision or scoring rule
Proceed only if the charter contains one important decision, one owner, one date, a bounded value path and an explicit consequence. Otherwise disposition is change, validate, defer or stop.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue diagnostic charter and responsibility record, records CHAR-001 and ROLE-001.

Acceptance gate
Proceed when the sponsor confirms the work can change a real funding or operating choice; otherwise change, defer or stop.

Leadership checkpoint
The sponsor confirms that evidence against more acquisition, a preferred supplier or a planned redesign will be considered.

Human control point
A named executive approves the decision, risk appetite, exclusions and evidence boundary. No platform or supplier defines the mandate.

Failure modes and safeguards
Failures include platform-led scope, “all digital” scope, an implied solution, no downstream outcome or no decision date. Safeguard with one decision sentence and an explicit exclusion list.

Change, stop or escalation condition
Re-charter if new evidence changes the customer, material transition or commercial consequence. Stop if leadership wants validation theatre.

Handoff to the next step
Pass the approved charter and forum date to the authority and definition session.

Step 02: Assign authority and define the value path

Purpose and decision served
Create one accountable route and a common stage language so local teams cannot win the diagnosis by using incompatible definitions.

Accountable owner
CMO for the end-to-end diagnostic; CEO or delegated executive resolves cross-functional ownership; CFO accepts material commercial definitions.

Delegated lead and contributors
Diagnostic lead drafts the responsibility map. Marketing, sales, finance, analytics, customer/service, operations, technology, privacy and procurement owners supply roles and definitions.

Preconditions, inputs and access
Approved charter, organisation structure, decision forums, source owners, current funnel or journey language, metric dictionary and escalation routes.

Actions

1. Assign sponsor, decision owner, diagnostic lead, evidence coordinator, source owners, stage owners, benefit owner and risk authorities.
2. Define the minimum value path from relevant demand through accepted response, qualified progression, realised outcome and retained value.
3. Define entry, exit, unit, denominator, period, exclusions and owner for every stage.
4. Record who may approve access, reconcile a definition, accept an exception, change scope and make the final decision.
5. Identify supplier, platform, budget or prior-decision conflicts and set challenge or recusal controls.
6. Confirm where specialist legal, privacy, security, finance or research authority is required.

Evidence to retain
Responsibility map, stage-definition dictionary, decision-rights matrix, conflict record, escalation route and acceptance history.

Decision or scoring rule
A stage definition is accepted only when its business owner, source owner and decision owner agree the unit, entry, exit, period and exclusions. Unresolved definitions remain REQUIRES VALIDATION.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue diagnostic charter and responsibility record, including separate Definition and Authority rows.

Acceptance gate
Proceed when every decision-critical stage and source has one accountable owner and an escalation route; otherwise change or defer.

Leadership checkpoint
The sponsor resolves overlaps between marketing response, sales qualification, finance revenue and customer retention ownership.

Human control point
Authorised business and finance owners approve definitions; privacy, legal and security authorities retain their mandates.

Failure modes and safeguards
Failures include treating platform conversions as qualified outcomes, changing stage definitions after seeing results and assigning shared accountability to everyone. Safeguard with versioned definitions and one accountable owner per stage.

Change, stop or escalation condition
Escalate a definition dispute that could reverse the decision. Stop if no authorised forum will resolve it.

Handoff to the next step
Pass the charter, roles and definitions to evidence planning.

Step 03: Design the evidence request and access controls

Purpose and decision served
Request only the evidence needed to trace the selected value path, while making access, quality and lawful-use conditions visible.

Accountable owner
Diagnostic lead for proportionality; each source owner for accuracy and access; information or security authority for applicable controls.

Delegated lead and contributors
Evidence coordinator maintains the register. Analytics, CRM, sales, finance, transaction, customer research, service, media and journey owners supply bounded records.

Preconditions, inputs and access
Approved charter, stage dictionary, responsibility map, retention and access policies, available source inventory, consent constraints and secure working location.

Actions

1. Translate every decision-critical stage and suspected break into a specific evidence question.
2. Register one material evidence item per row with source owner, period, population, access route, decision use and due date.
3. Include analytics and journey evidence, CRM or workflow progression, sales activity, finance or transaction outcomes, and retention or service evidence where material.
4. Request raw or queryable evidence only where aggregate evidence cannot answer the decision; minimise personal and sensitive information.
5. Record authoritative source, extraction method, time zone, attribution window, identity join, consent limit, missing population and known quality issue.
6. Define secure transfer, storage, access, retention and deletion conditions with authorised owners.
7. Reject “send everything” requests and evidence with no stated decision use.

Evidence to retain
Evidence request, access approvals, extraction references, evidence-chain register, limitation log and deletion or return instruction.

Decision or scoring rule
An evidence item is admissible only when source, owner, period, population, decision use and access basis are recorded. Otherwise classify it as an evidence gap or constraint.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue growth evidence-chain register, starting with Evidence records linked to the chartered transition.

Acceptance gate
Proceed when an authorised route exists for every decision-critical source or the resulting limitation is accepted explicitly; otherwise narrow, validate, defer or stop.

Leadership checkpoint
The sponsor removes avoidable access barriers and accepts the decision effect of legitimate limits.

Human control point
Named source, privacy, security and legal authorities approve access within their mandates. The diagnostic team cannot self-authorise.

Failure modes and safeguards
Failures include screenshots without definitions, silent exports, over-collection, copied personal data and platform summaries treated as source truth. Safeguard with one-row lineage, least-privilege access and decision-use tests.

Change, stop or escalation condition
Pause any unsafe or unauthorised collection. Re-scope when a missing join or source makes the original decision unsupported.

Handoff to the next step
Pass accepted extracts, definitions and limitations to measurement-chain reconciliation.

Step 04: Reconcile the measurement chain

Purpose and decision served
Determine which signals can be trusted to trace progression and which apparent performance changes are measurement defects or attribution limits.

Accountable owner
Analytics or measurement owner for implementation evidence; diagnostic lead for synthesis; business stage owners accept the meaning.

Delegated lead and contributors
Analytics engineer or specialist, CRM administrator, sales operations, finance analyst, journey owner and privacy/security reviewer as required.

Preconditions, inputs and access
Stage definitions, accepted extracts, tracking and CRM documentation, finance or transaction reconciliation, campaign naming where relevant, consent settings and change history.

Actions

1. Trace each accepted business outcome backwards through finance or transaction, CRM or workflow, analytics and acquisition records.
2. Compare event, lead, opportunity, revenue and retention definitions against the approved stage dictionary.
3. Test periods, time zones, duplicate events, status changes, cancellations, refunds, missing identity links, offline outcomes and unattributed records.
4. Record consent, cross-domain, device, cookie, call, partner and platform-modelled limitations where they affect interpretation.
5. Separate observed source facts from inferred joins and proposed repairs.
6. Quantify coverage only from compatible populations; do not force systems to agree by deleting exceptions.
7. Classify each link as accepted, usable with limitation, requires validation, or not usable for this decision.

Evidence to retain
Source-to-stage lineage, reconciliation queries or workpapers, exception samples, definition decisions, coverage record and limitation statement.

Decision or scoring rule
A measurement link is decision-grade only when source, definition, unit, period, population, join and material exclusions are accepted. A platform total is never self-validating.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue growth evidence-chain register, with Link and Limitation records separating observed facts from interpretations.

Acceptance gate
Proceed when the evidence chain is adequate for the chartered choice or leadership accepts a bounded validation plan. Otherwise repair measurement, narrow, defer or stop.

Leadership checkpoint
CMO, CRO and CFO accept which sources are authoritative for response, qualification and realised value.

Human control point
Business owners approve meaning; source specialists approve technical lineage; qualified authorities approve sensitive-data handling.

Failure modes and safeguards
Failures include last-click certainty, reconstructed precision, deleting unattributed outcomes, conflating created and accepted leads, and counting revenue before finance acceptance. Safeguard with explicit joins, exceptions and attribution limits.

Change, stop or escalation condition
Stop causal or commercial quantification when incompatible sources cannot support it. Escalate any definition change that alters the funding decision.

Handoff to the next step
Pass the accepted measurement chain and limitation register to demand mapping.

Step 05: Map demand by need, intent and value

Purpose and decision served
Establish whether the organisation is visible and relevant to the market it has chosen to serve before judging channel efficiency.

Accountable owner
CMO or market owner; the product, service or commercial owner accepts the priority market and offer boundary.

Delegated lead and contributors
Market or search researcher, customer researcher, brand or content lead, analytics specialist, sales/customer owner and finance analyst.

Preconditions, inputs and access
Accepted charter, customer or segment decisions, offer and product priorities, market research, search and discovery evidence, referral or partner evidence, brand demand, location constraints and accepted measurement limitations.

Actions

1. Define the priority customer situation, problem, decision stage, geography and offer without reducing the market to channel audiences.
2. Separate branded from non-branded demand and problem, category, comparison, solution and repeat-intent signals where applicable.
3. Compare where the organisation is discoverable, absent, mismatched or over-invested against the agreed market boundary.
4. Trace demand to the proposition and destination that receives it; record message, proof, eligibility and capacity mismatches.
5. Compare sources by downstream accepted progression where evidence permits, not by visits or platform conversions alone.
6. Record demand the organisation should not pursue because fit, margin, delivery, risk or service constraints make it inappropriate.
7. Mark market-size, share, competitor and emerging-discovery interpretations as INFERRED or REQUIRES VALIDATION unless their source and method are accepted.

Evidence to retain
Demand map, query or category evidence, customer-research references, destination map, fit and exclusion rules, source limitations and decision notes.

Decision or scoring rule
A demand opportunity is material only when it matches the chartered customer need and offer, has a plausible route to accepted progression, and does not violate a known capacity or risk boundary.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue growth evidence-chain register, using Demand and Fit records with proof status and downstream link.

Acceptance gate
Proceed when the priority demand groups and exclusions are explicit enough to test progression; otherwise validate the market, narrow or stop.

Leadership checkpoint
The CMO and commercial owner confirm which demand deserves funding and which apparent volume is outside the strategy.

Human control point
Customer and commercial owners approve fit and exclusion choices; a research lead reviews material interpretations where primary research is used.

Failure modes and safeguards
Failures include treating all traffic as equal, mistaking ranking for demand, chasing competitor activity without customer evidence and using channel targeting as customer strategy. Safeguard with need, fit, value and downstream-progression tests.

Change, stop or escalation condition
Re-charter when evidence shows the selected market or offer is materially wrong. Escalate a priority decision that conflicts with product, service or delivery strategy.

Handoff to the next step
Pass the accepted demand groups, propositions, destinations and exclusions to acquisition-relevance analysis.

Step 06: Test acquisition relevance and destination fit

Purpose and decision served
Determine whether acquisition sources bring appropriate demand to a proposition and destination capable of progressing it.

Accountable owner
CMO or acquisition owner for source decisions; product or journey owner for destination fit.

Delegated lead and contributors
Channel specialists, analytics lead, content or proposition lead, journey designer, sales representative, accessibility or performance specialist where material, and finance analyst.

Preconditions, inputs and access
Accepted demand map, source and campaign evidence, destination inventory, proposition and eligibility rules, cost records where relevant, downstream stage evidence, creative or content samples and technical observation access.

Actions

1. Group acquisition by customer need and intent before comparing channel, campaign or content performance.
2. Trace each material source to message, proposition, destination, expected response and observed downstream outcome.
3. Review search terms, referrals, audiences, content entry points and direct or partner routes where they materially influence the decision.
4. Test whether proposition, proof, pricing or eligibility information and next step match the customer’s decision.
5. Inspect destination accessibility, performance, technical availability and mobile usability only to the depth needed to explain progression.
6. Compare cost or effort with accepted qualification, revenue or service outcomes where source lineage permits.
7. Record waste patterns, overlap, missing coverage and alternative causes without recommending spend shifts yet.

Evidence to retain
Source-to-destination map, representative content or creative references, observed technical or journey evidence, downstream outcome links, cost lineage and alternative explanations.

Decision or scoring rule
Classify a source-destination path as accepted, requires validation or unsuitable. Do not label it efficient from acquisition cost alone; downstream fit and realised outcome must be visible or the conclusion remains limited.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue growth evidence-chain register, using Acquisition-path and Destination-observation records.

Acceptance gate
Proceed when every material acquisition path has a fit, destination and downstream evidence statement; otherwise validate, narrow or defer.

Leadership checkpoint
The CMO sees which source conclusions are supported by commercial evidence and which remain platform-level observations.

Human control point
Channel specialists may explain mechanisms, but the business owner and diagnostic lead approve the finding status. A supplier does not self-verify its own performance.

Failure modes and safeguards
Failures include ranking channels on different definitions, accepting platform attribution as fact, diagnosing creative without destination context and assuming lower cost means better customers. Safeguard with one value path and explicit attribution limits.

Change, stop or escalation condition
Escalate material spend where downstream evidence is unavailable. Stop recommendations that require unsafe targeting, misleading claims or inaccessible journeys.

Handoff to the next step
Pass source, message, destination and limitation evidence into direct journey and handoff observation.

Step 07: Observe the customer journey and response handoff

Purpose and decision served
Find where an appropriate person is unable, unwilling or delayed in moving from interest to an accepted response and human follow-up.

Accountable owner
Customer or journey owner for the end-to-end experience; sales or service owner for post-response handling.

Delegated lead and contributors
Researcher or journey specialist, accessibility and performance reviewer, analytics analyst, sales or service representative, content or product owner and privacy reviewer where sessions or calls are used.

Preconditions, inputs and access
Priority demand groups, representative journeys, live or controlled surfaces, form or call routes, behaviour evidence, response workflow, qualification rules, accessibility requirements and lawful research/observation approval.

Actions

1. Complete each priority journey on representative devices and conditions, including error and recovery paths.
2. Test whether the customer can recognise fit, understand the offer, assess proof, know the cost or commitment where applicable, and choose the next step.
3. Observe navigation, content, accessibility, performance, form, call, chat or in-person transitions only where they affect the value path.
4. Trace every submitted or initiated response to receipt, routing, acknowledgement, owner assignment and first meaningful follow-up.
5. Compare response timing, abandonment, rejection, duplication and exception evidence with customer and frontline accounts.
6. Sample calls, sessions or enquiries lawfully and proportionately; do not infer intent from behaviour data alone.
7. Record condition, affected customer, observed evidence, consequence, alternative cause and uncertainty for each material friction.

Evidence to retain
Journey scripts, dated observations, accessibility or performance evidence, redacted response records, workflow timestamps, customer or frontline evidence, exceptions and limitations.

Decision or scoring rule
A journey break is decision-grade when it is observed in the scoped route, affects an eligible customer transition and is corroborated by a second relevant source or explicitly labelled single-source.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue growth evidence-chain register, using Journey-observation and Handoff records tied to stage definitions.

Acceptance gate
Proceed when the priority journeys have been observed through first meaningful handoff and material exceptions are visible; otherwise validate, narrow or change the method.

Leadership checkpoint
Customer, marketing and sales/service owners review the same journey evidence together and accept dissent.

Human control point
Qualified accessibility, research, privacy or legal reviewers decide within their mandates. Customer recordings or personal data are never reused merely because a tool captured them.

Failure modes and safeguards
Failures include desktop-only review, happy-path testing, stopping at form submission, anecdotal blame and treating session recordings as customer intent. Safeguard with observed end-to-end paths, representative sampling and source classification.

Change, stop or escalation condition
Contain immediate customer harm or unsafe data exposure. Escalate a handoff that no function owns. Re-scope if the route extends into fulfilment not covered by the charter.

Handoff to the next step
Pass observed journeys, response records and handoff exceptions to downstream commercial reconciliation.

Step 08: Reconcile qualification, realised value and retention

Purpose and decision served
Test whether responses become accepted opportunities, realised revenue or service uptake, and retained value, and whether the organisation can serve additional demand sustainably.

Accountable owner
CRO or sales/service owner for qualification and progression; CFO or finance delegate for realised commercial definitions; customer or service owner for retention.

Delegated lead and contributors
Revenue operations, CRM owner, finance analyst, sales managers, service or customer-success owner, operations or capacity owner, data analyst and diagnostic lead.

Preconditions, inputs and access
Accepted stage dictionary, response and CRM records, qualification rules, rejection/loss reasons, finance or transaction data, cancellations or refunds, repeat or renewal evidence, service-quality and capacity evidence, and accepted join limitations.

Actions

1. Reconcile accepted responses to qualification decisions, next stages, losses and unresolved records using the approved definitions.
2. Test response time, contact attempts, routing, capacity, follow-up quality and exception patterns as possible causes of stalled progression.
3. Reconcile qualified progression to finance-accepted revenue, transaction, contract, order, booking, enrolment or service uptake.
4. Separate created, invoiced, accepted, collected, cancelled, refunded and recognised values where those distinctions affect the decision.
5. Examine retention, repeat purchase, renewal, cancellation, return, complaint, support and cost-to-serve evidence for the same or compatible cohort.
6. Compare customer, offer, source and journey differences only where population, period and identity links are defensible.
7. Record where fulfilment capacity, margin, service quality or risk means more demand would not create sustainable value.

Evidence to retain
Qualification reconciliation, stage-aging and exception records, finance acceptance, cohort and retention logic, loss/rejection reasons, capacity or service constraints, join coverage and attribution limitations.

Decision or scoring rule
Treat a downstream pattern as VERIFIED only when its definition and authoritative source are accepted. Treat its cause as INFERRED until corroborated. Do not combine incompatible cohorts or recognise future value as realised value.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue growth evidence-chain register, using Progression, Realised-outcome, Retention and Constraint records.

Acceptance gate
Proceed when leadership can see the material downstream outcome and limitations for the scoped population; otherwise validate, narrow, repair the source or stop quantification.

Leadership checkpoint
CMO, CRO and CFO accept the reconciled progression and realised-value story; the operating owner confirms service and capacity constraints.

Human control point
Finance accepts commercial classifications; sales/service owners validate process reality; risk owners decide customer and capacity guardrails.

Failure modes and safeguards
Failures include counting leads as pipeline, pipeline as revenue, revenue as contribution, initial purchase as retained value and low recorded churn as proof of retention. Safeguard with stage-specific authoritative evidence and explicit lag.

Change, stop or escalation condition
Escalate commercial definitions that could reverse the priority. Stop a growth recommendation if fulfilment, customer harm or margin evidence makes added demand inappropriate.

Handoff to the next step
Pass the reconciled end-to-end chain, constraints and evidence gaps to causal diagnosis.

Step 09: Diagnose the material growth break

Purpose and decision served
Convert the evidence chain into a small number of causal findings that explain what leadership should address before funding more activity.

Accountable owner
Diagnostic lead for method; CMO as decision owner accepts the findings or records dissent.

Delegated lead and contributors
Cross-functional synthesis team including analytics, marketing, sales, finance, customer/service and operations; specialist reviewers contribute within scope.

Preconditions, inputs and access
Accepted charter, stage definitions, demand map, acquisition and destination evidence, journey observations, downstream reconciliation, source limitations, constraints and dissent.

Actions

1. Classify each material issue as demand, relevance, journey, measurement, handoff, qualification, realised value, fulfilment, capacity or retention.
2. Write the finding as condition, affected transition, evidence, customer/operating consequence, potential economic exposure, likely cause, alternative explanations and uncertainty.
3. Distinguish an absent signal, broken signal and measured commercial break.
4. Link every material assertion to retained evidence IDs and proof status.
5. Test the finding against supplier, frontline, customer, finance and source-owner explanations where relevant.
6. State the evidence that would confirm, change or reject the finding.
7. Reject duplicate technical observations that do not alter the decision.

Evidence to retain
Finding records, evidence links, alternative-cause analysis, challenge notes, dissent, proof status, quantified-baseline requirement and rejected observations.

Decision or scoring rule
A finding is decision-grade only when it names a customer or commercial transition, has accepted evidence, survives credible alternatives, states uncertainty and could change a real decision. Otherwise it is REQUIRES VALIDATION.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue growth finding and option ledger, beginning with one Finding row per material constraint.

Acceptance gate
Proceed when the decision owner accepts a bounded finding or approves a specific validation route; otherwise change, defer or stop.

Leadership checkpoint
The executive group challenges whether the finding explains the end-to-end outcome rather than merely the most visible channel symptom.

Human control point
The diagnostic lead proposes proof status; the source, domain and decision owners accept it. No automated score declares a cause.

Failure modes and safeguards
Failures include hundreds of issues, hidden uncertainty, one-function blame, solution-shaped findings and revenue claims from traffic variance. Safeguard with the decision-grade finding rule and evidence IDs.

Change, stop or escalation condition
Return to evidence reconciliation when a credible alternative could reverse the finding. Stop when no finding can support a proportionate next decision.

Handoff to the next step
Pass accepted findings, gaps and constraints to alternative design and prioritisation.

Step 10: Compare alternatives and set priority

Purpose and decision served
Give leadership proportionate choices that address the diagnosed break, including alternatives that require less technology, spend or change.

Accountable owner
CMO as decision owner; the executive sponsor or investment forum accepts prioritisation and risk appetite.

Delegated lead and contributors
Diagnostic lead facilitates. Finding owners, finance, sales/service, customer, operations, product/technology, risk and procurement contribute to feasibility and downside.

Preconditions, inputs and access
Accepted findings, evidence confidence, baseline needs, constraints, current commitments, available capacity, change dependencies and relevant specialist advice.

Actions

1. Create at least the following applicable alternatives: retain and monitor, repair evidence, remove friction, change process or handoff, adjust proposition, rebalance existing activity, run a bounded proof, invest in capability, defer, and stop.
2. Describe the causal mechanism by which each option could affect the diagnosed transition.
3. Estimate value only from accepted organisational evidence; otherwise record the baseline or scenario as REQUIRES VALIDATION.
4. Compare customer relevance, commercial materiality, evidence strength, controllability, effort, dependency, time to learning, reversibility and downside.
5. Show capacity, service, margin, privacy, security and operating guardrails.
6. Record no-action exposure and the cost or burden of further evidence.
7. Keep individual criteria visible; do not let a composite score conceal judgement or override a material stop condition.

Evidence to retain
Option records, causal logic, source assumptions, criterion assessments, dependencies, risk reviews, no-action route, dissent and rejected options.

Decision or scoring rule
Prioritise only an option that addresses an accepted finding, has an owner, fits constraints, has a measurable next gate and carries no unresolved material stop condition. Otherwise validate, defer or stop.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue growth finding and option ledger, with separate Option rows linked to Finding IDs.

Acceptance gate
Proceed when leadership has at least one proportionate, operable option and the retained alternatives explain the trade-off; otherwise validate, defer or stop.

Leadership checkpoint
The sponsor challenges whether adding acquisition spend, a new platform or a redesign is justified by the diagnosed mechanism.

Human control point
Finance, risk, customer and operating owners accept assumptions within their mandates. The executive owner chooses the priority.

Failure modes and safeguards
Failures include predetermined solutions, fake precision, scoring that hides veto risks, no-action omitted and channel fixes disconnected from the finding. Safeguard with separate criteria, source IDs and explicit dispositions.

Change, stop or escalation condition
Escalate an option that exceeds approved risk, capacity or funding authority. Return to diagnosis if no option addresses the causal finding.

Handoff to the next step
Pass the preferred option, alternatives and unresolved assumptions to controlled proof or implementation planning.

Step 11: Design the controlled proof or implementation plan

Purpose and decision served
Define the smallest safe move that can resolve uncertainty or implement an accepted fix without treating activity completion as growth.

Accountable owner
Named intervention owner; CMO owns the growth decision and benefit route.

Delegated lead and contributors
Experiment or delivery lead, journey or process owner, channel or content specialist where relevant, analytics owner, sales/service owner, finance analyst, privacy/security authority and change support.

Preconditions, inputs and access
Preferred option, finding and evidence IDs, baseline requirements, affected population, operational dependencies, customer risks, available capacity, change window and authorised budget.

Actions

1. State the hypothesis as diagnosed condition, proposed intervention, expected transition and evidence that could disconfirm it.
2. Choose a no-build, process, content, proposition, journey, measurement, capacity or technology intervention according to the finding, not habit.
3. Define the eligible population, comparison or counterfactual where feasible, start and review dates, owner and implementation boundary.
4. Define baseline, leading indicator, commercial outcome, adoption measure and guardrails with source and lag.
5. Set binary delivery, evidence and operating acceptance gates plus continue, change, hold and stop thresholds.
6. Plan customer, employee, accessibility, privacy, security, legal and service review where applicable.
7. Define handover artefacts, support, training, exception handling, rollback or containment, and knowledge transfer.
8. Record what cannot be learned from the design and what evidence a later scale decision requires.

Evidence to retain
Approved hypothesis, intervention design, source-linked baseline plan, guardrails, acceptance gates, specialist approvals, implementation records, exceptions and change history.

Decision or scoring rule
A plan is executable only when one owner can operate it, evidence can answer the decision, material harms have controls, and a failed result can be contained or stopped.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue growth finding and option ledger, using Proof-plan and Gate rows linked to the selected Option ID.

Acceptance gate
Proceed when every mandatory evidence, operating and guardrail condition is approved; otherwise change, defer or stop.

Leadership checkpoint
The sponsor approves the bounded investment and confirms that a negative or inconclusive result will be accepted.

Human control point
Named business, finance, customer and risk authorities approve their conditions. Automated optimisation cannot change the eligible population, budget or guardrails outside delegated limits.

Failure modes and safeguards
Failures include vanity targets, no baseline, several simultaneous changes, unsafe exposure, no operating owner and assuming implementation proves value. Safeguard with a falsifiable hypothesis, separated measures and dated gates.

Change, stop or escalation condition
Stop before launch if a mandatory control, baseline, owner or evidence source is absent. Contain and escalate any material guardrail breach during execution.

Handoff to the next step
Pass the complete option, proof plan, measures, authority and unresolved uncertainty to the executive decision forum.

Step 12: Make the executive decision and transfer ownership

Purpose and decision served
Convert the diagnosis into an authorised decision and transfer every accepted action, measure and risk to an operating owner.

Accountable owner
Named executive decision owner; the benefit owner accepts ongoing outcome accountability.

Delegated lead and contributors
Diagnostic lead presents the evidence and options. CMO, CRO, CFO, customer/service, operations, data, technology, risk and procurement owners participate as the decision requires.

Preconditions, inputs and access
Charter, accepted findings, option comparison, proof or implementation plan, measures, guardrails, dissent, funding authority and decision forum.

Actions

1. Present the decision question, value-path break, evidence status, uncertainty and alternatives before the recommendation.
2. State what is known, inferred, proposed and still requires validation.
3. Record the disposition as proceed, validate, change, defer or stop.
4. Record rejected alternatives, dissent, accepted exposure and reasons.
5. Assign one accountable owner, authorised resources, first dated gate, measure owners and escalation route for every approved action.
6. Transfer definitions, data lineage, source permissions, working files, runbooks, controls and open issues to the operating team.
7. Confirm whether the work remains an assessment, advances to transformation, needs an operated optimisation cadence, or should not continue.

Evidence to retain
Decision paper, forum record, signed or traceable disposition, dissent, funding condition, ownership acceptance, handover inventory and access-transfer record.

Decision or scoring rule
No action proceeds without one explicit disposition, one accountable owner, one dated next gate, required authority and a stated change or stop condition.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue executive decision, measure and review register, with separate Decision, Measure and Gate rows.

Acceptance gate
Proceed only when the decision and operating ownership are accepted. Otherwise validate, change, defer or stop remains the recorded result.

Leadership checkpoint
The authorised forum confirms that the chosen action follows the evidence and that no local metric substitutes for the end-to-end outcome.

Human control point
The executive owner makes the decision; finance, legal, privacy, security and risk authorities retain their approval roles. The diagnostic partner cannot approve implementation or benefit realisation.

Failure modes and safeguards
Failures include verbal approval, orphaned recommendations, hidden dissent, budget without capacity, and a report handed to a different team without definitions. Safeguard with separate decision, measure, gate and handover records.

Change, stop or escalation condition
Do not start an intervention when authority, ownership or a mandatory guardrail is missing. Escalate any material scope or budget change.

Handoff to the next step
Pass the authorised decision register and operating pack to the named review cadence.

Step 13: Measure, review and decide whether to change, stop or scale

Purpose and decision served
Determine whether the intervention is being operated as intended, improving the named value-path transition and remaining safe enough to continue.

Accountable owner
Benefit owner for the outcome; operating owner for adoption and service; executive decision owner for scale or stop.

Delegated lead and contributors
Measurement owner collects agreed evidence. Delivery, marketing, sales/service, finance, customer, operations and risk owners explain exceptions and act on decisions.

Preconditions, inputs and access
Accepted baseline, approved measure definitions, implementation and adoption records, authoritative outcome sources, guardrail monitoring, decision cadence and authority to contain or stop.

Actions

1. Confirm implementation and evidence integrity before interpreting results.
2. Review adoption and operating exceptions separately from customer and commercial outcomes.
3. Compare the named transition with its accepted baseline or comparison, period, population and exclusions.
4. Review revenue, margin, capacity, service, retention and risk consequences relevant to the charter.
5. Record attribution limits, concurrent changes, lag, selection effects and missing evidence.
6. Investigate guardrail breaches and unexpected segment effects before any scale decision.
7. Decide continue, change, hold, stop or scale against the pre-approved gates.
8. Update definitions, evidence chain, operating method and market assumptions with accepted learning.

Evidence to retain
Measure records, source extracts, adoption and exception evidence, guardrail events, analysis, decision minutes, change history and updated operating artefacts.

Decision or scoring rule
Scale only when outcome, guardrail, operability and repeatability evidence all meet the approved thresholds. A delivered campaign, dashboard or journey change is not an outcome.

Output and template
The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue executive decision, measure and review register, with dated Measure, Gate, Review and Change records.

Acceptance gate
Continue or scale only when every mandatory gate passes; otherwise change, hold or stop and record the restart condition.

Leadership checkpoint
The executive forum reviews the end-to-end value path and accepted economic consequence, not only channel performance.

Human control point
Named humans accept outcome interpretation, customer and risk consequences, funding and scale. Tools may calculate agreed measures but cannot change the decision rule.

Failure modes and safeguards
Failures include early victory claims, changing denominators, suppressing unattributed outcomes, scaling before retention lag and ignoring capacity or service harm. Safeguard with frozen definitions, separated records and pre-approved guardrails.

Change, stop or escalation condition
Contain material harm immediately. Change or hold when adoption, evidence or outcome cannot support the causal claim. Stop when exposure exceeds appetite or the intervention no longer addresses the material constraint.

Handoff to the next step
Transfer validated learning into market priorities, budgets, journey ownership and the next charter; close or archive the diagnostic with its evidence lineage intact.

4. The Evidence & Measurement Checklist

Copy the relevant tests into the engagement record. A checked box means the named evidence exists and the named owner has accepted it; it is not a confidence score.

Preflight and authority

• One bounded growth decision, date and executive decision owner are recorded. Evidence: approved diagnostic charter. Owner: CMO or named decision owner.
• The market, customer, offer, geography, journey, period and value-path stages are explicit. Evidence: scope and value-path record. Owner: diagnostic lead.
• Stage, benefit, source, operating and risk owners have accepted their roles. Evidence: responsibility and decision-rights record. Owner: executive sponsor.
• Material exclusions, dependencies, conflicts and specialist-review needs are visible. Evidence: charter control fields and conflict log. Owner: diagnostic lead.
• The organisation has capacity and authority to act on at least one plausible finding. Evidence: sponsor capacity statement. Owner: executive sponsor.

Evidence access and quality

• Every decision-critical source has an owner, period, population, access basis and decision use. Evidence: growth evidence-chain register. Owner: evidence coordinator.
• Analytics, CRM or workflow, sales, finance or transaction, and retention or service evidence are included or their absence is explicit. Evidence: source coverage review. Owner: diagnostic lead.
• Stage definitions include entry, exit, unit, denominator, exclusions and version. Evidence: approved stage-definition dictionary. Owner: metric owners.
• Missing joins, duplicates, unattributed outcomes, lag, consent limits and source conflicts are retained. Evidence: reconciliation and limitation records. Owner: analytics owner.
• Evidence classifications distinguish observed fact, interpretation, statement, assumption, gap and constraint. Evidence: classified evidence rows. Owner: proof owner.

Method execution

• Demand is segmented by customer need and intent before channel comparison. Evidence: accepted demand map. Owner: market owner.
• Each material acquisition path links source, message, destination, response and downstream outcome. Evidence: source-to-destination records. Owner: acquisition owner.
• Priority journeys are observed through first meaningful human or operating handoff. Evidence: journey scripts and dated observations. Owner: customer journey owner.
• Qualification, realised outcome and retention are reconciled to approved definitions. Evidence: downstream reconciliation. Owner: CRO and CFO delegates.
• Each material finding states condition, evidence, consequence, cause, alternatives, uncertainty and validation route. Evidence: finding ledger. Owner: diagnostic lead.

Governance, privacy, security and risk

• Personal and sensitive evidence is limited to what the decision requires. Evidence: approved evidence plan. Owner: information or privacy authority.
• Access, transfer, storage, retention, deletion and least-privilege controls are recorded. Evidence: controlled access record. Owner: security and source owners.
• Customer research, calls, sessions and frontline evidence have an authorised lawful and ethical route. Evidence: research or observation approval. Owner: customer research owner.
• Supplier, budget, platform and implementation conflicts are disclosed and mitigated. Evidence: conflict and recusal record. Owner: executive sponsor.
• Material customer, service, capacity, financial, privacy and security stop conditions are approved. Evidence: guardrail record. Owner: relevant risk authorities.

Deliverables and acceptance

• The charter and common stage dictionary are accepted by business and source owners. Evidence: versioned approval record. Owner: CMO.
• The evidence chain traces the selected value path and keeps limitations visible. Evidence: accepted evidence-chain register. Owner: proof owner.
• The finding set is small, causal, source-linked and decision-relevant. Evidence: finding acceptance record. Owner: decision owner.
• Alternatives include no-action, validation, simpler process or proposition routes and stop where applicable. Evidence: option comparison. Owner: diagnostic lead.
• Every approved intervention has a controlled plan, owner, guardrails, evidence gate and handover. Evidence: accepted proof or implementation record. Owner: intervention owner.

Measurement

• Learning, operating, commercial outcome and guardrail measures are separate. Evidence: decision-measure-review register. Owner: measurement owner.
• Every measure defines unit, denominator, period, population, exclusions, source, owner and lag. Evidence: metric definition record. Owner: metric owner.
• Baselines use compatible accepted evidence or are marked baseline required. Evidence: baseline workpaper and approval. Owner: finance and metric owners.
• Thresholds name the proceed, change, hold, stop or scale response. Evidence: approved gate rows. Owner: decision owner.
• Attribution limits, concurrent changes and missing populations remain visible in every outcome review. Evidence: review record. Owner: diagnostic lead.

Decision and handover

• The final disposition is explicitly proceed, validate, change, defer or stop. Evidence: executive decision row. Owner: decision owner.
• Rejected alternatives, dissent, accepted exposure and reasons are retained. Evidence: decision and dissent record. Owner: executive sponsor.
• Every accepted action has one owner, authorised resources and a dated next gate. Evidence: action and gate rows. Owner: intervention owner.
• Definitions, lineage, permissions, runbooks, controls and open issues transfer to the operating team. Evidence: signed handover inventory. Owner: operating owner.
• Internal execution, focused specialist support or cross-functional assessment is selected proportionately. Evidence: sourcing and delegation decision. Owner: executive sponsor.

Review, change and stop controls

• Every intervention has a dated continue, change, hold, stop or scale review. Evidence: review gate record. Owner: benefit owner.
• A material guardrail breach triggers containment and named human review. Evidence: incident and decision record. Owner: risk owner.
• Definition, market, offer, journey, capacity or source changes trigger revalidation where material. Evidence: change assessment. Owner: operating owner.
• Scale requires outcome, guardrail, operability and repeatability evidence. Evidence: scale-gate decision. Owner: investment forum.
• Deferred and stopped work records accepted exposure, reason and restart condition. Evidence: decision register. Owner: decision owner.

Topic-specific measurement contract

The diagnostic does not require one universal digital-growth score. Select the smallest set of measures that can answer the chartered decision, and preserve each transition’s own denominator, source, lag and guardrail.

Measure A: Decision-grade value-path evidence coverage

Measure B: Accepted response-handoff adherence

Measure C: Relevant-demand to qualified-progression rate

Measure D: Qualified-progression to realised-outcome rate

Measure E: Retained-value cohort continuation

Measure F: Material growth-intervention guardrail breaches

Evidence classifications used in this guide

For engagement evidence, retain the more specific working classes: observed fact, corroborated interpretation, single-source statement, assumption, evidence gap and constraint. An interview may be a VERIFIED record of what one person said while the business explanation remains a single-source statement or INFERRED claim.

Sources and proof boundaries

• Abrasim Digital Growth Diagnostic method: PROPOSED Abrasim methodology. The Signal → Friction → Value → Priority foundation comes from the existing Digital Growth Audit Insight. This draft expands it into a governed operating method; neither document proves that the method changes commercial outcomes.
• Organisation-specific analytics, CRM, sales, revenue, margin, retention, capacity and attribution claims: REQUIRES VALIDATION. Only the organisation’s accepted evidence owners can establish the definitions, baselines, periods and materiality needed for a decision.
• Google Search Central: Creating helpful, reliable, people-first content: VERIFIED for the narrow people-first content-context claim; not evidence of the full demand-to-revenue method. Recheck currency at the final source cut-off.
• Google Search Central: Guide to optimising for generative AI features: VERIFIED for contextual search guidance only; not evidence of generated-answer visibility or commercial performance. Recheck currency at the final source cut-off.
• GOV.UK Service Manual: User research in discovery: VERIFIED for public-service discovery research guidance; applicability to the organisation and jurisdiction requires validation. A qualified research/privacy authority must review use.

The Leadership Audit Working Pack remains the shared governance layer. The Digital Growth Diagnostic: An Executive Standard for Tracing Demand to Revenue files add the demand, progression, realised-outcome, retention, finding and review fields required for this diagnostic.