Find the problem underneath the problem.
Two diagnostics that are almost always entangled: how the business actually runs, and what is really happening with the people. Buy one, buy both, or take the full ninety days and add the leadership work that makes the findings hold.
Business Operations Diagnostic
How does the business actually run?
Not how the org chart says it runs. How it runs on a Tuesday at 2pm when a customer escalates and the person who usually handles it is out. We spend the first weeks onsite watching work happen, then map the workflows, the handoffs, and the places decisions go to wait.
What it includes
- Onsite observation of two to three core workflows, trigger to completion
- Workflow mapping and gap analysis
- Baseline metrics: cycle time, handoff delays, rework, escalations, meeting load, decision latency
- A written Business Operations Diagnostic that traces each recurring problem from symptom to mechanism to structural gap to decision
- Findings presentation to leadership
Duration: four to six weeks.
Organizational Health Assessment
What is really happening with the people?
There is the culture leadership intends and the culture employees experience. The gap between them is where turnover, quiet disengagement, and "we already tried that" come from. This assessment measures the gap and shows you where it is widest.
What it includes
- Leadership interviews and confidential employee listening sessions across every level and department
- Mapping of the informal organization: who people actually go to, who holds the knowledge, who connects the rooms
- Culture gap analysis across nine assessed areas
- Baseline metrics: role clarity, information flow, psychological safety, referral rate, turnover
- A written Organizational Health Report and findings presentation
Duration: four to six weeks. Rooms 01 and 02 are most often bought together, because operations and culture are almost never separate problems.
Room 02 does not work without it.
Every employee hears the same promise, out loud, before any conversation begins. Nothing they say is attributed to them. Leadership receives themes, patterns, and frequency, never names, never notes, never a quote that could identify someone. No finding is broken out for a group smaller than five.
Three exceptions are stated up front: harassment, illegal activity, and a safety risk to someone. Those are brought forward, and the employee is told first.
This protocol goes into the signed agreement, alongside the client's commitment to take no adverse action against anyone for participating or declining to. If a client pushes back on that clause, that is our first finding.
The 90-Day Run the Rooms Diagnostic
Rooms 01, 02, and 03 together. Both diagnostics, plus private leadership mentorship for the person whose patterns set the tone. It ends with two written reports, leadership findings, an implementation roadmap, agreed success measures, and a final presentation to leadership.
Enter the Rooms
Observe how work actually happens. Interview leadership. Listen to the frontline. Capture the baseline before anything changes.
- Workflow observation
- Leadership and employee interviews
- Baseline metrics agreed in writing
Read the Rooms
Map the workflows and the informal organization. Trace each recurring problem to its root. Measure the distance between intended and experienced culture.
- Workflow and decision mapping
- Root cause chains
- Culture gap scoring
Reset the Rooms
Findings delivered privately to leadership first, with a path forward. Then the roadmap, the measures, and the presentation to the room.
- Private leadership findings
- Implementation roadmap
- Final presentation onsite
A diagnostic is a shared job.
Engagements stall at Day 20 when access stalls. So we ask for a few things at kickoff, and we put them in writing.
- An executive sponsor. One named person who can unlock access and make decisions, available for a standing weekly 30-minute check-in.
- Access to people. Sixty to ninety minutes with each leader. Forty-five to sixty with employees, on paid time, without manager approval, in a private space.
- Access to information. Org chart, role documentation, SOPs, KPI reports, meeting calendars, turnover data, and enough financial summary to see where money moves. Within ten business days.
- An internal announcement. Employees hear about the engagement from their own leadership, using language we help draft, not from a stranger on the floor.
Tell us what keeps coming back.
Thirty minutes, no pitch. We will tell you whether a diagnostic is the right first move, and which Room to start in.