Mini GCCOS Friction Audit

See where friction is holding momentum back.

14 questions: 2 Foundation questions plus 2 questions for each of the six pillars. Completion time: 8–12 minutes. Initial diagnostic, team pulse-check and lead-generation tool.

Score the system, not the individual. Consider what happens consistently across the organisation — not what the strongest individual or team can achieve when conditions are favourable.

Response scale

  1. 1Significant friction — inconsistent, reactive or dependent on individual effort
  2. 2Emerging — some good practice exists, but it is uneven or informal
  3. 3Defined — a clear approach exists, but adoption or reinforcement is inconsistent
  4. 4Disciplined — consistently applied, observed and managed
  5. 5Scalable — embedded, continuously improved and effective across the organisation
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Foundation — Company Values + Sales Culture Values

The Foundation / Floor. Not a seventh pillar.

F1

F1Our Company Values and Sales Culture Values are clear enough to guide commercial decisions when revenue, margin, client needs and internal pressure compete.

F4

F4Recognition, incentives and informal signals reward long-term client value and quality of execution — not simply short-term revenue outcomes.

Talent Blueprinting

TB3

TB3Onboarding enables new commercial people and managers to become effective in the organisation's client approach, commercial language and operating rhythm within a defined timeframe.

TB4

TB4Capability development is based on observed commercial requirements and live business challenges, rather than generic training activity.

Execution Framework

EF2

EF2Our teams build a sufficiently deep understanding of the client's world — including priorities, risks, stakeholders, decision process and consequences of inaction — before proposing a solution.

EF3

EF3Our teams create a differentiated, evidence-based reason for the client to change and to choose us, linked to outcomes the client values.

Negotiation Discipline

ND2

ND2Material opportunities have an explicit negotiation strategy that is prepared early enough to influence deal shape, stakeholder engagement and commercial expectations.

ND3

ND3Our teams exchange concessions deliberately for reciprocal value, rather than giving away price, scope, terms or risk without a clear return.

Sales Management System

SMS1

SMS1Managers inspect the quality of client engagement, opportunity evidence and commercial judgement — not merely activity levels, pipeline volume and forecast position.

SMS3

SMS3Deal reviews test client value, decision process, risk, competition, commercial strategy and next steps early enough to improve outcomes.

Value Lifecycle

VL1

VL1Client expectations, commercial commitments, assumptions and success measures transition cleanly from sales into delivery and ongoing account ownership.

VL2

VL2We agree, monitor and communicate evidence of realised client value after the agreement — not simply delivery activity or contract compliance.

Cultural Linkage

CL3

CL3Sales, marketing, delivery and customer-facing teams share a consistent understanding of the client promise, commercial commitments and their respective responsibilities.

CL4

CL4Internal hand-offs are owned, visible and designed to reduce effort for the client rather than move responsibility between functions.

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