Deep evaluation of organizational health

Typical duration: 3-6 weeks from kick-off until final presentation. Breakdown: Planning (1 week), Data collection (2-3 weeks), Analysis (1-2 weeks), Presentation (1 week). Factors that influence: organization size (more people = more interviews), complexity (multiple locations, multiple business lines), required depth (superficial vs deep diagnosis). Quick diagnosis (2 weeks): For small companies (<50 employees) with limited scope. Complete diagnosis (4-6 weeks): For medium-large companies with exhaustive evaluation.

Combined methodology: (1) Structured interviews: With C-level, functional leaders, middle management, key employees. Interview guide designed according to evaluated area. (2) Quantitative surveys: Engagement, satisfaction, culture (if applicable). (3) Document analysis: Financial statements, operational reports, documented processes, policies. (4) Observation: Work sessions, meetings, field operations. (5) Data analysis: Productivity, quality, turnover metrics, etc. Frameworks: McKinsey 7-S Model, Balanced Scorecard, organizational SWOT analysis, maturity evaluation by dimension.

Total confidentiality. Results are first presented to CEO/executive leadership. Client decides: (1) What to share with organization (summary vs complete), (2) Whether to socialize findings with employees, (3) Whether to use diagnosis for external communication. Alternative maintains strict confidentiality. We don't share findings with third parties without explicit authorization. Some clients prefer "private" diagnosis (C-level only), others "transparent" (share with organization to generate improvement ownership). We recommend selective transparency: share general themes, keep specific individual feedbacks confidential.

Both. Diagnosis includes: (1) Findings: What's working well, what doesn't work, identified gaps. (2) Root cause analysis: Why problems occur (not just symptoms). (3) Recommendations: What to do to improve, prioritized by impact and urgency. (4) Action plan: Quick wins (quick improvements), improvement projects (medium term), strategic initiatives (long term). Difference: Deep diagnosis includes detailed recommendations. Superficial diagnosis only identifies problems. Alternative always includes recommendations and action plan because diagnosis without action doesn't generate value.

Objective diagnosis can reveal sensitive problems: conflicts between executives, toxic culture, ineffective leadership, potential fraud. Alternative handles with: (1) Strict confidentiality: Sensitive findings presented only to CEO/board in private session. (2) Professional discretion: We don't expose problems publicly without authorization. (3) Constructive recommendations: Focused on solutions, not blaming people. (4) Management support: If problems are serious, we support in communication and remediation. Experience: 90% of diagnoses reveal manageable problems. 10% reveal serious problems requiring immediate intervention. In these cases, diagnosis is critical to take action before situation worsens.

Frequently yes, but not always. Two models: (1) Diagnosis first, then planning: When current situation is uncertain or there are significant problems. Diagnosis clarifies starting point before defining destination. Sequence: Diagnosis (3-6 weeks) → Strategic Planning (2-3 months). (2) Planning without prior diagnosis: When situation is relatively clear and team has good understanding. Diagnosis is done as part of strategic planning analysis phase. Recommendation: If company has problem symptoms or new leadership, prior diagnosis is valuable. If company is functioning well and only needs to clarify direction, can go directly to planning.