Commercial Diagnostic

Where does your commercial process stand?

A structured self-assessment for life-science instrumentation teams. Score what actually happens — not what should happen.

Choose Your Track
01
Founder
For founders carrying the sales effort
When the founder and first hires carry most of the commercial work, the patterns that slow growth are difficult to see from the inside.
Start diagnostic →
02
Scale-up team
For teams building commercial structure
Slow deals are often treated as normal. But many delays come from weak lead generation, unclear qualification, and limited visibility into decisions.
Start diagnostic →
At the end you receive
  • ·Your score + section-level findings
  • ·Main commercial pattern identified
  • ·Likely order of improvement
  • ·A recommended next step
Already in a programme?
For teams in diagnostic or module work. Select your track and module — you'll be asked for your customer code.
For teams in an active programme

Programme Diagnostics

Diagnostic tools built for teams already working with Twenty-Six Systems. A customer code is required to open any tool.

Founder Track
Module 1 — The Discipline of Qualification
For founders who lead the sale. A diagnostic that surfaces qualification gaps, weak deal reading, and the patterns that separate real progress from comfortable activity.
Includes: Team diagnostic · Qualification framework
Scale-Up Track
Module 1 — The Discipline of Qualification
For teams building a repeatable commercial process. Surfaces pipeline discipline, deal quality, qualification depth, and the credibility of your sales operation.
Includes: Team diagnostic · Qualification framework
Founder Track
Module 2 — How Decisions Move in Academia & Pharma
For founders selling into research and pharma environments. Maps the buying process from internal consensus to external approval so you can navigate complex decisions with confidence.
Includes: Decision-mapping diagnostic · Stakeholder framework
Scale-Up Track
Module 2 — How Decisions Move in Academia & Pharma
For commercial teams growing past founder-led sales. Diagnoses decision-system mapping, stakeholder coverage, and the gaps that turn good deals into long ones.
Includes: Decision-mapping diagnostic · Stakeholder framework
Founder Track
Module 3 — What the Objection Is Hiding
For founders carrying deals through the messy middle. Reveals the hidden realities behind stalled and slipping deals, surfaces unspoken concerns, and helps you take back control.
Includes: Objection-pattern diagnostic · Deal-recovery framework
Scale-Up Track
Module 3 — What the Objection Is Hiding
For teams wrestling with at-risk pipeline. Diagnoses how the team handles late-stage objections, surfaces the patterns behind slipping deals, and pinpoints recovery moves.
Includes: Objection-pattern diagnostic · Deal-recovery framework
Section 1

Understanding Wins and Losses

Scoring system
1
2
3
4
5
Rarely Sometimes Consistently
1–2 Rarely — no consistent practice in place. 3 Sometimes — happens, but unevenly. 4–5 Consistently — standard practice across the team.
01
When your team loses a deal, how often can they clearly explain why — beyond vague explanations such as "timing" or "budget"?
02
When your team wins a deal, how often can they clearly identify the real reason the customer decided to buy?
03
How consistently does your team recognise when a prospect is not a good fit and choose not to pursue the opportunity?
04
How consistently can your team explain the core problem your solution solves in clear commercial terms?
05
How often is your team aligned on which types of customers and applications are truly worth pursuing?

Please answer all questions before continuing.

Section 2

Lead Generation Discipline

Scoring system
1
2
3
4
5
Rarely Sometimes Consistently
1–2 Rarely — no consistent practice in place. 3 Sometimes — happens, but unevenly. 4–5 Consistently — standard practice across the team.
06
How consistently does your team generate new commercial conversations each week, rather than relying mainly on inbound interest or existing relationships?
07
How consistently does your team refine its outreach based on what is generating responses — and what is not?
08
How often does your team generate pipeline via proactive outreach versus relying on inbound interest?
09
How regularly is cold calling part of your lead generation?
10
If inbound interest stopped tomorrow, how confident are you that your team could generate new opportunities consistently?
12

Please answer all questions before continuing.

Section 3

Qualification

Scoring system
1
2
3
4
5
Rarely Sometimes Consistently
1–2 Rarely — no consistent practice in place. 3 Sometimes — happens, but unevenly. 4–5 Consistently — standard practice across the team.
11
In early conversations, how consistently does your team identify who will actually make the decision rather than assuming the first contact is the decision-maker?
12
How consistently does your team maintain control of the evaluation rather than reacting to the prospect's pace and direction?
13
When a prospect shows enthusiasm, how consistently does your team confirm whether that person actually has real influence over the decision?
14
How consistently does your team ask about the prospect's internal decision process rather than making assumptions about it?
15
How early and consistently does your team confirm whether budget or funding exists for the opportunity?

Please answer all questions before continuing.

Section 4

Turning Demos Into Decisions

Scoring system
1
2
3
4
5
Rarely Sometimes Consistently
1–2 Rarely — no consistent practice in place. 3 Sometimes — happens, but unevenly. 4–5 Consistently — standard practice across the team.
16
When a demo does not lead to progress, how often can your team clearly diagnose why rather than guessing or blaming timing?
17
After a demo, how often does the prospect drive the next step rather than momentum coming only from your team?
18
During demos, how often does your team keep the discussion on broader value rather than letting prospects shift it back to technical detail?
19
How often does your team confirm the person who would ultimately approve or fund the purchase is in the demo?
20
During proof-of-concept work, how consistently does your team keep scope to what was initially agreed, without additional requests expanding it?
21
How often does your team agree with the prospect on what a successful evaluation would look like before delivering a demo?

Please answer all questions before continuing.

Section 5

Turning Conversations Into Progress

Scoring system
1
2
3
4
5
Rarely Sometimes Consistently
1–2 Rarely — no consistent practice in place. 3 Sometimes — happens, but unevenly. 4–5 Consistently — standard practice across the team.
22
When a prospect becomes less responsive, how often does your team understand the real reason?
23
When next steps are agreed, how consistently does your team clarify what will happen internally on the prospect's side?
24
How consistently does a meeting end with a clear next step rather than a vague promise to "stay in touch"?
25
How often does your team leave a meeting knowing whether the opportunity actually progressed?
26
How consistently do opportunities advance via real progress rather than remaining active mainly through ongoing conversation?

Please answer all questions before continuing.

Section 6

Pipeline Reality

Scoring system
1
2
3
4
5
Rarely Sometimes Consistently
1–2 Rarely — no consistent practice in place. 3 Sometimes — happens, but unevenly. 4–5 Consistently — standard practice across the team.
27
How often are deal stages updated based on real progress, not assumptions?
28
How reliably can your team produce a forecast that leadership can trust without last-minute surprises or adjustments?
29
How often does the CRM actively guide where your team invests time and effort rather than simply documenting activity?
30
When reviewing the pipeline, how clearly can your team explain what must happen next for a deal to progress?
31
How consistently does sales leadership challenge deal stages and require evidence rather than opinions?
32
How accurately does your pipeline reflect what is genuinely likely to happen rather than what the team hopes will happen?

Please answer all questions before continuing.

Final question

One last reflection

If your current commercial approach remains unchanged for the next 12 months, what is the most realistic outcome?
What is the typical price range of your instruments or systems?
Is there anything else you would like to share about your current commercial situation?
Your results are ready

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