A major customer can support growth while also creating dependence. Revenue share alone does not reveal the full exposure.
One action to start with
List your five largest customers by revenue and contribution. Discuss what would change if the largest reduced orders and identify one practical diversification action.
What this can look like
One customer may represent a modest share of sales but consume a large share of specialist capacity. Replacing that work may take time.
Illustrative example. This is a short application guide to chapter 10, not the full chapter.
Bring it into the business
Ask your team where they see this pattern. Agree one decision, one owner and a date to review what has changed. Start small enough to act on what you learn.
Use the leadership meeting pack ↗Want an outside perspective?
Work through the commercial priorities, owner dependence and recurring decisions that are holding the business back.
Read the full chapter
Chapter 10 starts on page 53 of The Questions You’re Not Asking.