Delivery & control · XLSX
Growth Bottleneck Diagnostic
Decision
Which system is actually blocking growth.
Preview from the workbook
Original view from the file – with example data, no client data.
XLSX · FREEDelivery & control
90-Day Marketing Operating System
Three priorities, 13 weeks, one decision rhythm.
Decision
Which three priorities matter in 90 days – and who owns them.
- File type
- XLSX (Excel, Google Sheets, Numbers)
- Language
- German workbook · English edition in preparation
- Working time
- approx. 60 minutes
- Modules
- 5 worksheets
- Access
- Free · after a short request
- Data
- Example data included – replace it with your own
If the tool exposes a leadership or ownership bottleneck: consider a bottleneck call.
- Free entry points
- Premium systems with perpetual license
- Built for real decisions
Not a plan to fill in but an operating system: three priorities for 90 days, weekly decision slots, a channel board, a RACI matrix and a fixed rhythm for review and escalation.
Modules
- 90-Day Map: three priorities, 13 weeks
- Weekly Memo: 39 decision slots
- Channel Board
- RACI: ownership per decision
- Operating Rhythm
What the workbook produces
- — 90-day map with a maximum of three priorities
- — 39 weekly decision slots (13 weeks × 3)
- — Channel board with status and owner
- — RACI per decision type
- — Operating rhythm: review, escalation, stop
Who it's for
- — New marketing leads in their first weeks
- — CEOs without a full-time CMO
- — Teams after an agency switch or reorganisation
Use it when
At the start of a quarter or mandate, or after a leadership change.
Limits of this tool
Without a clarified bottleneck the system prioritises the wrong three things. Diagnose first.
The decision this tool clarifies
You get a decision rhythm instead of a task list – with an owner per decision.
The tool is enough when …
- — You have access to analytics, CRM, reports and contracts.
- — One person can spend two to three days on it.
- — You can turn a finding into an action yourselves.
Marketing leadership makes sense when …
- — The diagnosis surfaces several bottlenecks at once – with no clear order.
- — Every department reads the same number differently and nobody decides.
- — The root cause sits in the offer, sales or leadership, not in the channel.
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