Scale-Up Diagnostic

High Growth Scale-Up Assessment

How ready is your business to scale?

Ambitious SMEs rarely stall for one single reason. Growth exposes whichever part of the business is weakest — and that weak point becomes a bigger problem, not a smaller one, as you scale.

This assessment gives you a clear, commercially credible read on your business across nine interconnected drivers of scale, so you know exactly where to focus next.

01

How ready is my business to scale?

02

Where are the biggest constraints to growth?

03

What should I focus on next?

94Questions, scored 1–10

9Growth drivers assessed

~15 minTo complete

LiveResults as you go

How To Score

Score Every Statement From 1–10

Answer based on how the business actually operates today. The important question is not simply "How good are we today?" but "Could this continue to work effectively if the business doubled?"

1–2 Significant weakness — little or nothing in place

3–4 Developing — inconsistent, dependent on individuals

5–6 Established — reasonably effective, room to improve

7–8 Strong — working consistently, supports growth

9–10 Scale ready — embedded, measured, continually improved

Driver 01 of 9

People

The assessment looks particularly at recruitment, retention, onboarding, employee engagement, development and the ability to structure the team for growth.

Live section score: 0 / 90

Building the Team

P1

We have a repeatable and effective process for attracting and recruiting great people.

5

P2

We consistently attract people with the skills, attitude and behaviours we need for our next stage of growth.

5

P3

We retain our best people and understand the reasons people choose to stay or leave.

5

P4

Every new team member goes through a structured onboarding process that gets them productive quickly.

5

P5

We regularly measure employee engagement, satisfaction and morale and act on what we learn.

5

P6

If we were recruiting again today, we would enthusiastically rehire the majority of our current team.

5

P7

Everyone has a clear development plan designed to build the capabilities the business will need in the future.

5

P8

We make intelligent use of outsourcing, automation, partners and external expertise rather than assuming everything must be done internally.

5

P9

Teams are increasingly able to make decisions and solve problems without everything being escalated upwards.

5

1 = Significant Weakness10 = Scale Ready

Driver 02 of 9

Culture

Clear values, customer focus, transparency and a healthy culture are treated as important foundations for scale.

Live section score: 0 / 70

C1

We have a small number of clearly defined core values that genuinely influence behaviour and decisions.

5

C2

Our people understand our values and can describe what they mean in practice.

5

C3

Leaders consistently role-model the behaviours and values we expect from everyone else.

5

C4

We maintain a relentless focus on understanding and responding to customers' changing needs.

5

C5

Important information about performance, priorities and challenges is shared openly across the business.

5

C6

We have a positive, accountable culture where people feel able to challenge, contribute and take responsibility.

5

C7

Our culture is strong enough that we could grow significantly without losing what makes the business special.

5

1 = Significant Weakness10 = Scale Ready

Driver 03 of 9

Strategy

This driver emphasises a compelling long-term goal, annual and quarterly goals, strategic planning, employee goals and a disciplined growth methodology.

Live section score: 0 / 140

Vision & Direction

S1

We have a clear and compelling vision of what this business will look like in 3–5 years.

5

S2

We have an ambitious long-term goal that creates direction and stretches the organisation.

5

S3

We are very clear about where we will play — our ideal customers, markets, products and geographies.

5

S4

We are equally clear about the opportunities, customers and activities that we will not pursue.

5

S5

We can clearly articulate why customers should choose us rather than our competitors.

5

S6

Our competitive advantage is genuinely difficult for competitors to replicate.

5

Turning Strategy into Action

S7

We translate our long-term ambition into a small number of measurable annual priorities.

5

S8

Annual priorities are translated into clear 90-day priorities or rocks.

5

S9

Every major strategic priority has one person accountable for delivering it.

5

S10

Individual objectives clearly connect to the priorities of the business.

5

S11

We have a documented strategic plan that helps us make better decisions rather than sitting unused in a drawer.

5

S12

We use a disciplined methodology or rhythm for delivering growth.

5

S13

We regularly review changes in customers, competitors, technology and the wider market and adapt our strategy accordingly.

5

S14

We actively consider partnerships, acquisitions or other strategic routes when they could accelerate growth.

5

1 = Significant Weakness10 = Scale Ready

Driver 04 of 9

Execution

Execution is defined through leadership rhythm, accountability, KPIs, real-time measurement, customer feedback, continuous improvement, sales and marketing systems, automation and technology.

Live section score: 0 / 140

Leadership & Accountability

E1

Every critical business function has a clearly accountable owner.

5

E2

Everybody understands what they are accountable for and where decision-making authority sits.

5

E3

Our leadership team contains the right people in the right seats for the next stage of growth.

5

E4

We hold disciplined weekly leadership meetings that focus on priorities, numbers, problems and decisions.

5

E5

We hold regular strategic sessions away from day-to-day operational pressures.

5

E6

Our leadership team actively develops the skills required to lead a larger and more complex organisation.

5

Performance & Processes

E7

Our strategic priorities are translated into a small number of meaningful KPIs.

5

E8

We have an easy-to-understand business dashboard that shows whether we are winning or losing.

5

E9

We have access to accurate, timely information rather than waiting until the end of the month to discover problems.

5

E10

Core processes are documented and consistently followed.

5

E11

Our processes produce reliable results without excessive errors, firefighting or drama.

5

E12

We systematically measure customer satisfaction and use feedback to improve the business.

5

E13

Continuous improvement is part of the way we work rather than an occasional initiative.

5

E14

Recurring operational problems are solved at their root rather than repeatedly patched.

5

1 = Significant Weakness10 = Scale Ready

Driver 05 of 9

Sales & Marketing Engine

This driver looks at lead generation, achievement of sales targets, sales meetings, founder dependency and communications strategy.

Live section score: 0 / 100

M1

We have a clear definition of our ideal customer.

5

M2

We have a predictable and repeatable system for generating qualified leads.

5

M3

Marketing activity is measured against leads, opportunities, customers and revenue — not simply activity.

5

M4

We consistently achieve our sales targets.

5

M5

We understand the key conversion rates throughout our sales funnel.

5

M6

Our sales pipeline is sufficiently strong to support our growth ambitions.

5

M7

We have a clearly defined and repeatable sales process.

5

M8

Sales performance is reviewed frequently and systematically.

5

M9

Sales success is not excessively dependent upon the founder or CEO.

5

M10

We have a clear content, communications and brand strategy that generates awareness, credibility and demand.

5

1 = Significant Weakness10 = Scale Ready

Driver 06 of 9

Scalability, AI, Technology & Innovation

This driver examines automation, systems capable of supporting growth, competitive technology advantage, awareness of emerging technology, innovation and disruptive business models.

Live section score: 0 / 110

T1

Our core systems could cope effectively if our customer or transaction volumes doubled.

5

T2

We have deliberately designed processes to remove unnecessary manual work.

5

T3

Repetitive processes are automated wherever commercially sensible.

5

T4

Our major systems integrate effectively rather than creating multiple versions of the truth.

5

T5

We are actively using AI to increase productivity, improve customer experience or create competitive advantage.

5

T6

Our people understand how AI could change their role and are being equipped to use it effectively.

5

T7

We regularly explore emerging technologies that could transform our industry.

5

T8

Technology gives us an advantage rather than simply helping us keep up with competitors.

5

T9

Innovation is systematic rather than depending upon occasional flashes of inspiration.

5

T10

We regularly challenge our existing business model and ask how a new competitor could disrupt us.

5

T11

We are actively exploring new products, services, revenue streams or business models capable of accelerating growth.

5

1 = Significant Weakness10 = Scale Ready

Driver 07 of 9

Cash & Financial Control

This driver focuses on real-time financial insight, cash-flow planning, access to growth capital, financial early-warning systems and balance-sheet understanding.

Live section score: 0 / 90

F1

We have accurate and up-to-date visibility of revenue, gross margin, profitability and costs.

5

F2

We maintain a rolling cash-flow forecast that allows us to see problems well before they occur.

5

F3

We understand how much additional cash our growth plans will require.

5

F4

We understand the main cash conversion levers within our business.

5

F5

We have clearly defined financial warning indicators that trigger action.

5

F6

The leadership team understands the P&L, cash-flow statement and balance sheet sufficiently to make informed decisions.

5

F7

We understand the profitability of different customers, products, services or business units.

5

F8

We have access to sufficient capital or funding options should attractive growth opportunities arise.

5

F9

Growth is improving rather than diluting our underlying economics.

5

1 = Significant Weakness10 = Scale Ready

Driver 08 of 9

The Leader

Scale ultimately requires the leader to evolve: moving from working predominantly in the company towards working increasingly on it, while continuing their own learning and creating an organisation less dependent upon them.

Live section score: 0 / 120

L1

I spend sufficient time working on the business rather than simply working in it.

5

L2

My role has changed as the organisation has grown.

5

L3

I am clear about the things that only I should be doing.

5

L4

I delegate effectively rather than remaining involved in decisions other people could make.

5

L5

The business could operate successfully for several weeks without me.

5

L6

My leadership team challenges me rather than simply agreeing with me.

5

L7

I have a coach, mentor, board or adviser who challenges my thinking.

5

L8

I regularly spend time with other ambitious business leaders and learn from their experiences.

5

L9

I invest consistently in my own learning and leadership development.

5

L10

Leading this business gives me energy rather than continually draining it.

5

L11

I have sufficient time and energy outside work to perform sustainably at a high level.

5

L12

I am still excited and ambitious about the future of the business.

5

1 = Significant Weakness10 = Scale Ready

Driver 09 of 9

Alignment & Communication

A strategy only becomes powerful when people understand it. This driver tests whether employees understand long-term, annual and quarterly goals, the vision and mission, the company proposition, and whether regular company-wide meetings take place.

Live section score: 0 / 80

A1

Our people can explain our long-term ambition and where the company is going.

5

A2

Everyone understands our priorities for this year.

5

A3

Everyone understands our priorities for the current quarter.

5

A4

People understand how their own role contributes to those priorities.

5

A5

Our people can clearly explain our purpose, vision and mission.

5

A6

Everyone can give a simple and compelling explanation of what we do, who we do it for and why we are different.

5

A7

We regularly communicate business performance, successes, problems and priorities across the organisation.

5

A8

People feel safe raising difficult issues and bad news travels quickly.

5

1 = Significant Weakness10 = Scale Ready

Your Results

0

High Growth Scale-Up Score (out of 100%)

—Complete the assessment to see your score

Your Scale-Up status will appear here once all 94 statements are answered.

Your Scale-Up Profile

Nine Drivers of Scale

Each axis shows your score as a percentage of that driver's maximum.

Your Strongest Areas

Complete the assessment to see this

Your Biggest Constraints

Complete the assessment to see this

The Scale-Up Constraint

Rather than simply averaging every score, these are the areas most likely to become bottlenecks as the business doubles — this is usually where the real coaching value sits.

Complete the assessment to see this

Full Breakdown

Driver	Score	Percentage

Interpretation

Score	Status	Meaning

The Killer Question

What are the three things that, if fixed over the next 90 days, would make this business materially easier to scale?

1.

2.

3.

About this assessment: The High Growth Scale-Up Assessment is inspired by the structure of established scale-up diagnostics such as the Scaling Up methodology, adapted and rewritten by High Growth for SME leaders. The specific statements, scoring, radar profile, Scale-Up Constraint methodology and interpretation bands are original High Growth content.