Identify what your experimentation and testing program needs

  • You and your team have a lot of ideas, and you test extensively, but are yet to have real success?
  • You are convinced that investing in experiments is worthwhile, but you are still missing the proof of concept?
  • You long for a real culture of experimentation?

In that, you are not alone! But the possible alternatives for how you can best continue now are numerous.

We have been in the market for 25 years, helping organizations grow digitally through experimentation and experience optimization. While hardly any two companies start from the same starting point, we observe a similar development trajectory across all industries. This is the foundation of our G.R.O.W. Model®.


G.R.O.W. Model®


The G.R.O.W. Model® comprises the success-critical dimensions of visibility within the company, culture & organization, skills & know-how, processes, data & technology. In recent years, we have successfully validated and further developed the model in customer projects and are thus able to evaluate an organization’s maturity level and derive target-oriented measures.

The four G.R.O.W. phases, in a nutshell:

Get started

Initial, and frequently unexpected, outcomes from A/B tests elicit a sense of curiosity within the organization. With the growing enthusiasm for the topic, there are also rising expectations. However, there is a lack of strategic priority for moving from individual A/B tests to an organization in which business experimentation is established as a strategic lever. The level of dedication displayed by individuals is a distinctive characteristic of this phase and is crucial for the systematic advancement of an organizations’ maturity.

Raise awareness

This phase is characterized by processes that are not yet running smoothly, tests that are failing to produce results, and a dwindling interest in the subject of testing. For some, testing is even disruptive, as it is said to slow down internal processes.

Management often views testing as an operational issue that is simply followed along, but testing does not have a strategic significance to senior management.

Consequently, it is also challenging to instil greater enthusiasm among employees within the organization towards testing. For this to happen, the culture and processes would need to change, but they do not. Everything seems to be stuck.


In this phase, alignment between operational and strategic goals is ensured through processes, standards, and communication. The willingness to learn from experiments without significant positive results also promotes real change and helps establish experimentation as a standard. The corporate culture is changing, and success principles of testing/experimentation such as customer centricity, agility, and data as the basis for decisions are now part of the good tone.

Word class Experimentation

In organizations that have attained this level of maturity, it is practically possible for individuals to conduct tests or initiate experiments to utilize data to evaluate the effects of change. The number of experiments conducted annually is increasing, insights are being shared, and important decisions can be made easier thanks to experimentation. Innovations are driven by this, and thus the competitive advantage is expanded.

Find out how to best develop your organization

  • The purpose of the self-assessment is to assess the efficiency and effectiveness of the optimization measures implemented within your organization, thereby determining the level of maturity.
  • We provide an explanation of the essential elements required to reach the next level and advance your organization in a targeted manner.
  • Take advantage of our experience from over 25 years of consulting to achieve your goals.

Start the Self Assessment