Diagnostic
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Our work typically begins with diagnostic to align on existing challenges and envision potential opportunities
What, Why and Who?

What is it?

A series of individual and/or group interviews, supported by document discovery aiming to identify weaknesses and constraints on growth, analyse their root causes, interconnections and create a coordinated action plan for an immediate transition to problem-solving. 

Why do it?

– Managers may differ in perception of challenges at hand

– Companies often lack a working action plan for tackling problems

– There is a disruption in communications between departments or functions

Who is involved?

Depends on diagnostic type and organisation area, but usually includes key decision-makers and influencers: 

– Top management

– Department heads

– Representatives of key stakeholder groups

areas of assessment

Company's business architecture

– Organisation structure 

(i.e. functional, organisational, the structure of responsibilities and authority)

– Company’s business processes

– Regulations

– Staff functionality

– Document management

Strategic development

– Mission

– Vision

– Values

– Corporate strategy

– Functional strategies

Functional areas

– Marketing

– Sales

– HR

– Finance

– IT

How we do it
Depending on diagnostic type, area of audit and organisation size, the process takes up to 4 weeks weeks and is supported by fact-checking through document discovery. The in-person sessions are facilitated by senior specialists with at least 15 years of first–hand experience

1. Expression & systematisation

The participants freely express their opinion on the existing problems and what needs to be improved, asking not “Who is to blame?” but “What is wrong?”

 

The participants then rank problems identified, determining:

– Which problems are systemic (root)?

– Which are functional?

– And which are, in fact, symptoms?

2. Interdependencies

The group determines key cause-and-effect relationships that led to the problems

3. Roadmap & initial steps out

Having acknowledged the problems, the participants set a goal: “Who do we want to become?” and agree on a roadmap – the sequence of actions required to get there.

 

Having approved the road map, the team identifies problems that need to be addressed immediately and assigns responsibilities for initial tasks.

OUTCOME

– An agreed map of the company’s problems, traced back to root causes

– An understanding of cause-and-effect relationships between problems identified

– An action plan to systematically address the problems

– Determination of the company’s life cycle stage

– Participant acknowledgement of the need for change and their responsibility for its success

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© AVDO 2024
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© AVDO 2024