BUSINESS DIAGNOSTIC

Let me see the businessfor myself.

I come in, speak to the people, observe the work,follow the processes and identify where the realfriction, risk and opportunity sit.

Tell me what you want me to look at
WHAT IT IS

Let me see the businessfor myself.

You may know where the problem appears.That does not necessarily mean that is where it starts.

I come in and follow what is happening. I speak to the peoplewho understand the work, look at the relevant processes andinformation, and examine what happens before and after the pointwhere the problem becomes visible.

That allows us to distinguish the symptom from the cause,see what else may be affected and decide what actually needs attention.

We fix the leak before pouring more into the bucket.

Tell me what is happening
THE BUSINESS DIAGNOSTIC

Enough investigation to understandwhat is actually going on.

The scope depends on the question we are trying to answer.A problem inside one part of the business may require us to lookat what happens before it, after it or elsewhere in the organisation.

SCOPE
Defined around the problem
MAY INVOLVE
People, processes, systems and information
DELIVERABLE
Findings, priorities and recommendations
INVESTMENT
Scoped after our initial conversation
Tell me what you want me to investigate
WHAT I MAY LOOK AT

The problem rarely livesin one place.

What I examine depends on what we are trying to understand.I follow the issue far enough to see what feeds into it,what comes out of it and what else it may be affecting.

01

Money

Costs, recurring expenses, waste, pricing, revenue and where money may be leaking.

02

Work

Workflow, handovers, delays, bottlenecks and what keeps coming back to the owner.

03

People

Roles, responsibilities, decision-making, capability and where ownership may be unclear.

04

Systems

Tools, technology, information flow, duplication and what has been paid for but is not being used properly.

05

Customers

The customer journey, sales process, recurring requests and opportunities the business may not be seeing.

06

Risk

Dependencies, gaps, weak points and decisions that could expose the business unnecessarily.

HOW THE DIAGNOSTIC WORKS

We follow what is happeninguntil the picture becomes clearer.

01

We define the question.

We start with what you are seeing, what concerns you and what you want to understand.

02

We agree the scope.

I identify what I need to see, who I need to speak to and what information may matter.

03

I investigate.

I speak to people, follow the work, review relevant information and examine how things connect.

04

I look for the pattern.

We separate symptoms from causes and identify friction, risk, waste and opportunity.

05

You get the findings.

I document what I found, what matters and what I recommend you address.

06

We decide what comes next.

We work through the findings together and decide what should happen first.

Tell me what you want me to look at
WHAT YOU LEAVE WITH

A clearer picture of the businessand what deserves attention.

  • A clearer understanding of what is actually happening.
  • The friction, risks, waste and opportunities I find.
  • Where problems appear to start and what they may be affecting.
  • Priorities for what should be addressed first.
  • Recommendations for what makes sense to do next.
WHAT IS INCLUDED

Enough detail toact on what we find.

  • Investigation across the areas relevant to the problem.
  • Conversations with the people who understand the work.
  • Review of relevant processes, systems, information and documents.
  • Observation of the work where that will help establish what is happening.
  • A written diagnostic report with findings and recommendations.
  • A session to walk through what I found and what should happen next.
COMMON QUESTIONS

Before we look inside.

How do I know if I need a Business Diagnostic?
A diagnostic makes sense when the problem is unlikely to be understoodproperly from one conversation. If we need to see the work, speak topeople, examine systems or follow a process through the business,we need to look deeper.
What is the difference between a Strategy Session and a Diagnostic?
A Strategy Session works through a defined problem, decision oropportunity with you. A Business Diagnostic allows me to investigatethe business itself and gather evidence from more than one sourcebefore recommending what should happen.
Will this disrupt my business?
The diagnostic should create as little unnecessary disruption aspossible. We agree beforehand who I need to speak to, what I needaccess to and where observation will be useful.
Do I need to prepare anything?
We agree the scope first. I will then tell you what information,documents, numbers or access will help me understand the situation.
What happens after the diagnostic?
You receive the findings and recommendations, and we work throughthem together. You can implement internally or discuss furthersupport where it makes sense.
Do you implement the recommendations?
Not automatically. Where your people can do the work, they should.Where implementation, specialist support or project oversight isneeded, we can decide separately how that should be handled.
ABOUT ALLISON

I look for what othersmay overlook.

I am interested in how the business actually works:the people, processes, systems, information, decisionsand dependencies that sit behind the result.

I am not there to find fault. I am there to understandwhat is creating unnecessary pressure, risk or waste,and what can be made stronger.

Meet Allison
READY TO LOOK CLOSER?

Let me see what isreally happening.

Start here
START THE CONVERSATION

Tell me what is happeninginside the business.

You do not need to know where the problem starts.Tell me what you are seeing, what keeps happening,or what you want to understand better.

I can start there.