01
Commercial concentration
- Customer concentration
- Product or service concentration
- Market and channel concentration
- Revenue dependence on a small number of accounts
- Sales dependency on one person or relationship
Compass Diagnostics
Compass Enterprise Concentration & Performance Assessment™
A financial, strategic, and organizational diagnostic for identifying where value concentrates, where complexity accumulates, and what must be re-architected next.
Where revenue, margin, effort, decision-making, and capability actually concentrate.
Most organizations understand total revenue and profit. Fewer can clearly identify which customers, products, services, functions, and leadership practices create the greatest value — or where complexity, dependency, and organizational friction quietly consume it.
This confidential diagnostic examines the business through both an economic and an organizational lens. It evaluates the six fundamental growth and profit levers while also assessing customer and product concentration, leadership dependency, organizational complexity, decision rights, accountability, scalability, and growth readiness.
Facilitated · Data-supported · Organizationally grounded
What the Assessment Evaluates
02
Profitability concentration
- Margin by customer
- Margin by product or service
- Margin by market or channel
- Low-margin work consuming disproportionate resources
- Customers or offerings subsidized by stronger performers
03
Organizational concentration
- Decisions concentrated with the founder or a few executives
- Critical knowledge held by one person
- Functions dependent on informal workarounds
- Bottlenecks created by approval layers
- Weak succession or backup capability
- Revenue or execution dependent on individual heroics
04
Effort and complexity
- Disproportionate time spent on low-value customers or offerings
- Excess customization
- Too many products, services, projects, or priorities
- Rework, handoff failure, and internal friction
- Meetings and reporting that do not improve decisions
05
Leadership and operating discipline
- Clarity of priorities
- Decision rights
- Accountability
- Cross-functional alignment
- Quality of operating reviews
- Ability to challenge assumptions and act on evidence
06
Growth readiness
- Scalability of processes
- Depth of leadership capability
- Capacity constraints
- Financial visibility
- Customer and market insight
- Readiness to use automation and AI
- Ability to grow without increasing complexity at the same rate
The Economic Layer
The financial formulas remain useful — they are one part of a broader diagnostic. The six levers below quantify the economic potential of the business. The organizational questions explain whether that potential can actually be realized.
- 01Leads
- Demand created
- 02Conversion rate
- Commercial effectiveness
- 03Average dollar sale
- Value per transaction
- 04Visits per period
- Frequency and retention
- 05Cost of goods sold
- Delivery economics
- 06Operating costs
- Structural cost to run
Compass Operating System Alignment
| Compass area | What the assessment reveals |
|---|---|
| FOUNDATION™ | Leadership readiness, decision concentration, data quality, trust, accountability, succession risk |
| SIMPLIFY™ | Customer, product, process, and organizational complexity; low-value work; resource dilution |
| LEAD™ | Priority clarity, operating cadence, cross-functional execution, ownership, decision quality |
| GROW™ | Scalable capabilities, market opportunity, capacity, innovation, commercial leverage |
| ARC™ | Whether the organization learns, measures, adjusts, and sustains improvement |
What Participants Receive
Five executive findings
- Where value concentrates
- Where complexity consumes value
- Where the organization is overly dependent
- Which capabilities constrain growth
- What the leadership team should address first
Your results indicate that the business has attractive economic potential, but value creation is concentrated in a limited number of customers and leaders. Growth may currently depend more on individual effort than scalable organizational capability. The largest opportunity is not simply increasing sales; it is simplifying low-value complexity, clarifying ownership, strengthening decision-making, and redirecting resources toward the customers, products, and capabilities that generate the greatest enterprise value.
The next step
Run the diagnostic on your enterprise.
A confidential, facilitated review of where value concentrates and what your leadership team should address first.