Organizational diagnostics

When a company faces a complex of different problems and it is not clear where to begin to unravel them.

Companies constantly face various challenges, and that's normal. But they aren't always able to resolve them in a timely manner and thus develop. There are a number of potentially dangerous periods when a complex of problems coalesces into a system and solutions become less obvious.

Companies fail when their management system no longer matches the scale and complexity of the business.

Most often, diagnostics are needed when:

The company has grown, but its manageability has diminished: decisions are slowed, requiring the owner's manual intervention more and more often; employees no longer know where to turn in various situations.

Strategic tasks are constantly being postponed, you see that 6 years pass, and those important and urgent tasks are in the same place where they were 2 years ago when you formulated them

The company is full of activity, projects, and initiatives, but it's all to no avail. Efficiency is extremely low, even though a lot of work seems to be getting done.

Departments and functions clash at intersections, and agreements don't work. If there are many conflicts, don't wait; conflicts are merely external symptoms of deeper causes. They must be identified and treated before the disease becomes incurable.

the team is overloaded, burns out, mistakes are repeated year after year and become increasingly expensive;

there is a feeling that the business has hit a wall, but it is unclear whether it is in the structure, the people, or the management system itself;

Major changes are planned (growth, transformation, strategy), but there is no certainty that the current organization will withstand them.

Organizational diagnostics is a tool that allows us to see the real causes of management failures, rather than their external symptoms.

An organizational diagnostic is necessary when a company begins to sense that something is wrong, but it's unclear where exactly or where to start. It's important to trust your intuition. If something feels wrong, then something is wrong. Don't wait for it to be reflected in revenue or profit.

Diagnostics are especially important when a company has been living with problems it has become accustomed to for a long time and no longer sees them as a manageable task.

In such situations, attempts at targeted solutions—changing people, new regulations, another strategy—only increase chaos.

Organizational diagnostics allow you to stop, see the company's real problem area, and make decisions based on an understanding of what exactly is limiting business development, rather than blindly.

HOW DOES DIAGNOSIS WORK?

What do we diagnose?

The focus is on all the problems that key employees and managers already see and sense, but cannot put together into a single picture and move forward.

These are issues of sales and production, logistics and finance, HR and IT, how we create meaning and brands and manage operations, how we set priorities, make decisions, interact with each other, how the structure of responsibility, authority and rewards is built, and what results all this leads to.

Diagnostics allows us to bring all these problems out of the shadows and into the light, and to see where exactly the root causes of the problems are, and not just the visible flaws and failures.

How does this happen?

The diagnostics are structured as a joint management effort with the owner and the key team.

Leaders gather together and unload the entire impersonal problem area of the company—without the filter of “how it’s done” and “how it should be”—in a safe, moderated environment.

Next we:

we identify repeating patterns,
we separate causes from effects,
we structure problems,
Let's prioritize what's really holding the company back.

This is not a collection of opinions or a formal audit, but rather work on real failures in the management system.

What is the result?

The result is a map of the company's unique problems—usually 150–200 (the maximum so far has been 430) specific nodes and limitations that have been hindering business development for years.

This map shows:

What exactly is the cause and what is the effect?
which problems are critical and which are secondary,
What makes sense to start making changes with, and what can be left alone because it will disappear on its own once we work on the causes.

Diagnostics increase the management team's engagement in problem solving and generate the energy needed to implement subsequent changes. This is a highly motivating action.

OUR EXPERTS

Irina Sotnikova

Co-Founder
- A.maze.S

Expert on Organizational Development
Certified consultant in Adizes methodology
Program Director and Expert in Transformational Projects

To learn more

ALL EXPERTS

There are two possible scenarios:

Scenario 1: The team implements changes independently, based on identified priorities and cause-and-effect relationships. Even during the diagnostic phase, we provide you with the basic tools and principles for how best to address the identified issues.

Scenario 2. We support the implementation of: