Write the diagnosis before choosing the intervention

A new campaign, rebrand or sales tool may be a sensible response to a growth problem. Choosing one before understanding the constraint can also leave the underlying issue untouched.

A diagnosis starts with the commercial question and the way the operation currently works. Review customer evidence, account data, the sales process, product claims and the handoffs between teams. Record where the sources agree and where important information is missing.

The written output should distinguish observations from interpretations. Explain the likely constraint, the evidence supporting it, plausible alternatives and the conditions that would change the recommendation. The document should be detailed enough for the team to assess the decision.

Use that diagnosis to sequence the work. Name the first owner, the expected effect, the measurement window and the point at which the team will reconsider. The diagnosis then remains useful as a reference during design, delivery and review.