How to get the most out of a business diagnostic

A business diagnostic is not an audit. Nobody is looking for things to blame. The goal is to understand how the business actually works, where the friction is, and what is getting in the way of the things you want to do. Getting the most out of it requires a bit of preparation and a willingness to be honest about things that are not working.

Who to involve ¶

The most useful interviews are usually not with the most senior people. The founder or MD often has the clearest view of the strategy and the least clear view of the day-to-day reality. The people who know where the friction is are usually one or two levels below: the person who manages the customer relationship, the person who handles the handoff between sales and delivery, the person who has been quietly fixing the same problem every week for two years.

Ruth will agree the interview list with you before starting, but the best advice is to include at least one person who you think might say something uncomfortable. That person is usually the most valuable conversation of the whole diagnostic.

What to share in advance ¶

A brief overview of the business, recent financial performance (even rough numbers are useful), and any previous strategy or planning documents are helpful context. You do not need to prepare a presentation. A 20-minute conversation at the start of the engagement covers most of what is needed.

What to expect from the output ¶

The written report is typically eight to twelve pages. It covers what Ruth found, what she thinks is most important, and a prioritised list of recommended actions. It is written for the person who has to act on it, not for an external audience. The language is plain and the recommendations are specific.

If you are wondering whether a diagnostic is the right starting point for your situation, the free 30-minute call is the quickest way to find out.