The Diagnostic
Why is this organisation not performing at the level it should be?
For when the problem isn’t neatly labelled yet. One question, asked properly. Four weeks later you hold the Workforce Picture Report — where you stand, where it hurts, and what to do first.
Four lenses, one picture.
Each lens is scored on evidence gathered from your own people, not on a benchmark from someone else’s company.
Process
What we look for: where work stalls, who unblocks it, and how many decisions depend on one person remembering something.
People
What we look for: whether roles, capability and workload match reality, and where the organisation is quietly dependent on goodwill.
Systems
What we look for: which tools carry the work, which are ignored, and how much of the operation still lives in spreadsheets and inboxes.
Culture
What we look for: what behaviour gets rewarded under pressure, and the distance between stated values and daily practice.
Red, Amber, Green. Nothing more complicated than that.
Red
Active pain. It is costing you people, clients or margin right now. Start here.
Amber
Fragile. It holds today and will crack under the next period of stress or growth.
Green
Functioning. Protect it, document it, and do not quietly dismantle it while fixing something else.
Four weeks, start to report.
Roughly six hours of your team’s time in total.
Discovery
Leadership session, current documents, the shape of the problem as you see it.
Interviews
Confidential conversations across levels and functions, not just managers.
Analysis
Findings scored against the four lenses and tested for contradictions.
Report delivery
The Workforce Picture Report, walked through with your leadership team.
The Workforce Picture, on one page.
Heart and Architecture, four quadrants, one score each. Illustrative scoring shown.
People
Capable team, unclear ownership above middle management.
Culture
Genuine trust and craft pride. The strongest asset in the business.
Process
Handovers undefined. Rework is absorbed as overtime, not measured.
Systems
Tools in place, adoption partial. Two sources of truth for resourcing.
People
Capable team, unclear ownership above middle management.
Culture
Genuine trust and craft pride. The strongest asset in the business.
Process
Handovers undefined. Rework is absorbed as overtime, not measured.
Systems
Tools in place, adoption partial. Two sources of truth for resourcing.
A conversation first. Nothing to prepare.
Thirty minutes to describe what is going on. If the diagnostic is not the right instrument, we will say so.