Systemic Diagnostic
What is it ?
A simple process
To identify the sequence of (inter)actions that cause a situation or problem
At team, division or organisational level
Starting from individual perceptions & resulting in one common view
* * *
A small but essential preliminary investment
To align a team, division or organisation & bring people into motion
Ensuring the design post-diagnostic of effective & efficient action plans
When to use ?
In case of problems
and/or blockages
To untangle complex problems, identify underlying root-causes.
Before initiating
a change
As a preliminary step, to identify strengths, weaknesses & limits
of the organisation.
Growth and/or cost reduction initiative
In case you want to unlock EBITDA potential and/or reduce cost of poor quality.
Collaboration issues
within/between teams
In case of tensions and/or blockages between people because of interpersonal issues, and/or misperceptions.
(Re)definition of a
vision & mission
To align a management team or organisation around a concrete and actionable mission & vision, clearly identifying behaviours that bring them to life.
Leadership
Assessment
To assess the specific strengths and actionable improvement areas of a manager as perceived by his collaborators.
Acquisition
due diligence
To screen the strengths and
weaknesses as perceived by clients or employees, and identify any people-related issues of a target acquisition.
Complex multi-
stakeholder problems
To set up a problem solving approach for any complex problem that involves many stakeholders
How does it work ?
Individual
"deep interviews"
Individual interviews with a representative set of people to:
-
Encourage interviewees to securely share perceptions,
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Gather an understanding of individual views,
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Based on an adequate questioning, challenge thoughts and inspire progress.
1
Seminar with
all stakeholders
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Share the synthetic diagnostic with all colleagues,
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Engage in a constructive dialogue to get to an overall shared view of the situation,
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Get a precise understanding of current issues at stake,
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Co-create possible solutions to address precise problems.
2
3
Follow-up
actions
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Co-construct action plans to initiate change,
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Set up collaborative teams,
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As a follow-up, coach teams to define projects,
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Coordinate/accompany the project management of identified plans of actions,
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Accompany the change.
Unique value-added
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Interviews are confidential and led by a coach expert in listening, stimulating interviewees to express own perceptions on the organisation's difficulties and avoid the unspoken.
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Interviewers are system thinkers and detect root-causes & implicits.
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Obtain a cross-view on performance, from complementary angles. With a precise view of performance drivers or killers.
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Mobilise employees so that they become part of the change rather than resisting to it.
Examples of projects
01
02
03
Identification of client & staff needs as input for designing & initiating a transformation
Service provider
SITUATION: Due to an execution rather than a continuous improvement & innovation mindset, the market leader was losing market share as delays amounted to more than 4 weeks (3 days for competition)
RESOLUTION:
-
Performed "deep interviews"with 20 customers, and identified several important needs that the company had not expected,
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Questioned around 25 internal staff members to identify internal virtuous & vicious circles,
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Gradually adjusted the way of organising and working towards an increased autonomy.
IMPACT: General alignment on solutions. Collaborators & clients felt listened to and were motivated to participate in shaping new processes & adjusting the organisation. Delays evolved from 4 weeks to 24h, market share was regained and employee satisfaction increased dramatically.
Restructuring a non-performing on-going transformation programme
Retailer
SITUATION: On-going eCommerce transformation programme at an incumbent retailer, involving 7 out of 10 business units (BUs >80% of turnover). Around 50 external IT consultants working without precise needs communicated by the business analysts.
RESOLUTION:
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Performed initial systemic diagnosis to assess the structure of the program and align stakeholders & BUs, merely involved until then.
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Restructured the program team and governance based on output.
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Set up an on-going dialogue and communication
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Moved the team to an out-of-office location, created an own internal branding, while keeping tight ties with the organisation.
IMPACT: Aligned program team and BU stakeholders on a detailed project brief. Restructured program team. Start-up spirit.
Systemic diagnostic to identify paths towards sustainable growth
Consulting company
SITUATION: Fast-growing SME losing its entrepreneurial culture as reaching 100+ employees. Important employee dissatisfaction.
RESOLUTION:
-
Deep interviews with 30 employees & 5 clients
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Enabled senior management team & subsequently the entire organisation to look at itself with a renewed perspective
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Identified the root-causes of tensions at management team (MT) level, worked with the MT to use their combined skills effectively
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Devised ways to strengthen newly identified corporate strengths while addressing the weaknesses discovered
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Complemented approach with 121 coachings of the senior team
IMPACT: Open sharing of unspoken frustrations towards management. Identification a clear areas for change and learning. Renewed collaboration within the MT. Merger of 2 independent BUs into a number of client-oriented teams.
