01
Two weeks of observation beats six months of internal reports
We go where the work happens, not where it is described. We identify what actually blocks growth, who already knows, and why that knowledge does not reach higher.
For organisations — change strategy
Current-state diagnosis
For organisations — change strategy
How do you know what blocks growth is really what your team talks about in meetings?
Survey answers and year-end review narratives are interpretations, not data. A situation diagnosis starts with observation and numbers, not with collecting opinions. Gemba, workflow analysis, conversations with the people who see the problem every day.
02
A diagnosis in numbers, not in opinion
You get a picture grounded in process data, not in what people say they do. That is the difference between a decision you can justify and another slide of issues.
03
A shared starting point for change
A data-based diagnosis ends arguments about what the problem is. Instead of negotiating a story, you can negotiate solutions. That shortens the path to a first decision by weeks.
Does this situation sound familiar?
If you recognise at least two of the signals below, a diagnosis can close the loop on what the problem really is.
- Every function has a different story for the slowdown, and every story sounds believable.
- Annual report numbers do not match what the leadership team sees in day-to-day work.
- External consultants have been here before, and their reports changed nothing concrete.
- A major change is on the table, but no one is sure the starting point is the right one.
How we work
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Weeks 1 to 2
Observation at the gemba
We go to departments, the shop floor, the service desk. We watch how work actually runs, not how it is written up. Without that, a diagnosis is just a document review.
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Weeks 3 to 4
Data and interviews
We combine what we see with data from your systems (operations, finance, HR) and with interviews across levels. Three sources, one coherent read.
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Weeks 5 to 6
Diagnostic report
We deliver a report with the diagnosis and a direction of travel. Your leadership has a basis for a change decision, not another list of pain points.
What you get at the end
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Diagnostic report with numbers
A picture of the situation built from observation, data and interviews. Every observation is tied to a source; every number has a measurement method.
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Map of critical points
A visual of where the organisation loses time, quality or money, with a scale of loss in hours or money where that is possible.
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List of hypotheses to validate next
The diagnosis answers most questions; some need deeper work. You get a list of hypotheses and suggested ways to test them.
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Direction for change
A suggested path for a full programme or focused interventions. Not a detailed plan, but a signal of what to do next and why.
Questions we hear most often
Does the diagnosis cover the whole organisation?
It depends on scale. For smaller organisations (up to about 50 people), often yes. For larger ones we focus on the areas that matter for the change you are planning. We set scope at the start.
Will the team notice you are there?
Yes, and that is intentional. A diagnosis is not a secret. We work with people, we do not spy on them. Interviews stay confidential, and names do not go into a management “name & shame” report.
How many of our people need to be involved?
It depends on scale, typically 15 to 30 people at different levels, plus a point of contact on your side to coordinate time and access.
For organisations facing a big change and needing to know where to start
If the organisation is slowing and every function blames a different cause, start with a diagnosis (button below).