Problems › Our Sales Cycle Is Too Long
Choosing between several reasonable answers, with the reasoning intact — applied to our sales cycle is too long, where the hard part is choosing between options that are all defensible.
Most chief executives are not stuck for lack of options. They are stuck because three or four courses of action are each defensible, each supported by somebody senior, and there is no neutral basis for choosing between them.
In that situation more analysis of any single option does not help — it strengthens one advocate. What helps is a common denominator: the same method applied to every option so they can be compared on return, on the capacity each consumes, and on how quickly you would know you were wrong.
The other thing a CEO needs and rarely gets is sequence. Not which of these is best in isolation, but which one first, what it funds or unblocks, and what has to be true for the second to still make sense when you get there.
Long cycles are usually the buyer failing to build an internal case, not the seller failing to persuade. A cycle that runs long is rarely stalled on interest. It is stalled at a specific point — a stage where the deal consistently sits — and that point is normally where the buyer has to justify the decision to somebody who was never in the room.
Read the full treatment of our sales cycle is too long, including the signals that distinguish it from neighbouring problems and the move that usually makes it worse.
Choosing between several reasonable answers, with the reasoning intact. In practice that means four things:
✓ Options are compared on the same basis, not argued individually by whoever sponsors them
✓ The answer is a sequence with dependencies, not a ranked list of good ideas
✓ Capacity is checked — the plan fits the management attention and cash that actually exist
✓ Each move carries the observation that would tell you to stop, agreed before it starts
The failure mode to watch for. The characteristic executive failure is committing to everything that seems important. The organisation then silently triages, delivers the convenient subset, and nobody records what was dropped — so the plan is judged a year later against work that was never actually attempted.
This question routes to Go-to-Market & Commercial Strategy (catalog id t9) and works through stage duration, stall points, decision-maker access, proof requirements. The output is a sequence with a stopping rule, and every figure carries its derivation — which is the property that matters when the hard part is choosing between options that are all defensible.
Read a complete report and judge whether it would survive your own scrutiny. No email required.
Each of these applies the same question to one industry's actual economics, with an unedited excerpt from a real completed analysis.
Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures. Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library. Also wrong if you need facilitation, politics, or someone to sit with a lender or buyer. Those are human jobs.
Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library.
Usually two things. It prices the options you had already discounted, which occasionally reorders the list. And it produces the reasoning in a form the rest of the leadership team can examine, which is what turns your judgement into a decision the organisation can execute rather than one it complies with.
Sometimes not about the direction, and often about the sequence and the cost. The most common genuinely new output is a stated failure condition — the observation that would mean the chosen path is wrong — because that is the part almost no internal plan contains and the part that determines whether a wrong decision is caught in a month or a year.
The most effective pattern we see is running it before the debate rather than after. A common analysis of every option removes the advantage of whoever argues best, which changes what the meeting is about — from whose case is stronger to which trade-off the business prefers.
Then the disagreement is the useful output, because it will be about a specific assumption rather than about direction in general. The analysis names what it assumed; if you know that assumption to be wrong, you have located the disagreement precisely and can rerun it, which is faster than arguing conclusions.
Find the stage where deals sit longest and work out what the buyer has to do there. It is almost always an internal approval, and the fix is material rather than persuasion.
Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures. Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library. Also wrong if you need facilitation, politics, or someone to sit with a lender or buyer. Those are human jobs.
Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library.
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