▮ WHAT YOU WALK AWAY WITH
✓A clear, written definition of the change you are actually trying to make and the operating result it is supposed to produce
✓A map of the conditions that have to be true for the change to succeed, across sponsorship, ownership, process fit, systems, data, governance, capacity, and adoption
✓A candid current-state assessment showing which of those conditions you have today, which are weak, and which are missing
✓A change risk register plus a breakdown of the specific blockers and failure modes most likely to derail the change
✓Root cause findings that separate the real underlying problems from the surface symptoms, so you do not fix the wrong thing
✓A clear recommendation on whether to proceed, pause, reset, redesign, rescue, escalate, or stop, with the reasoning behind it
✓A short executive decision memo your sponsor can act on, plus a clear route into the next step
▮ HOW IT RUNS
01We frame the change: what you are trying to do, why it matters, who owns it, who it affects, and the decision this diagnostic needs to support.
02We define what success actually requires across sponsorship, alignment, process, systems, data, governance, capacity, and adoption.
03We review the evidence you already have (plans, status reports, process and system context) and interview the people who own and live the change.
04We compare what success requires against where you are today, and pin down the gaps, blockers, and material risks.
05We separate symptoms from root causes, then recommend the next move and hand your sponsor a decision-ready readout.
▮ IS THIS THE RIGHT MOVE?
] THIS IS FOR YOU IF
A leader with an important change that is planned, underway, stalled, or risky who wants an honest read on what success requires and what could prevent it before committing more budget, time, or people.
] NOT THE RIGHT MOVE IF
It's not the right move if you want validation of a decision you have already made, motivational messaging or political cover, or if there is no sponsor with the authority to act on what we find.
] FIRST STEP
We hold a focused scoping conversation to understand the intended change, the outcome you want, who is sponsoring it, the stakeholder landscape, what evidence exists, and the decision the diagnostic needs to support.
Not sure this is the right one? Start with the Work Systems Assessment and we'll name the next best move.