Executive diagnosis
Understand the problem before investing in the solution.
A structured analysis to identify where the operation loses time, margin and opportunities, compare priorities and guide the next investment.
When the diagnosis makes sense
For those who notice the problem but still do not know where to start.
- Notices losses of time, margin or capacity and does not know where the cause is.
- Grew, and the operation became fragmented across areas and systems.
- Bought tools that do not talk to each other.
- Wants to use automation or artificial intelligence but has no clear priority.
Sales, service, processes and information often show the same problem from different angles: a deal that does not move forward, a customer without continuity, a repeated task, a piece of data that does not arrive in time. The diagnosis looks at this set, not at an isolated area.
What will be investigated
A structured reading of the operation.
- Business objectives and priorities.
- Critical processes.
- Responsibilities along the process.
- Systems in use.
- Information sources.
- Bottlenecks and waiting points.
- Risks and dependencies.
- Implementation capacity.
How the work happens
Four steps, from context to decision.
- Initial conversationUnderstand the context and assess fit. This is not the contracted diagnosis.
- Scope definitionWhat will be analyzed, who takes part and what information is needed.
- AnalysisReading of processes, systems, data and responsibilities.
- PresentationConclusions, priorities and recommendations, for the leadership's decision.
For that, the diagnosis relies on key people, access to the information within scope and time to validate the points raised.
Demonstration
How a signal becomes a priority.
Illustrative example. It does not represent work carried out for a client.
Signal
Proposals take too long and depend on scattered information.
Hypothesis
The wait may be in the collection and approval of the data.
Investigation
Origin of the information, owners, reviews and waiting points.
Possible decision
Organize data and responsibilities before automating.
Indicators
Time between request and proposal, corrections and continuity of follow-up.
How the conclusions are presented
Scattered perceptions become a structured view.
- Executive readingorganized understanding of the situation.
- Bottleneck maplocation of the main difficulties.
- Priorities and riskscriteria for deciding.
- Recommended sequencepossible order of implementation.
The effective deliverables are defined in the proposal.