Unclear accountability
Tasks fall through the cracks, or several people end up doing the same work.
Organizational diagnosis and design
A diagnosis that leads to decisions - not just another document
We map how the organization really works, pinpoint duplication, overloads and bottlenecks, and turn the findings into a structure, roles and processes you can actually implement.
ProcessesMapped end to end
RolesAccountability and interfaces
RecommendationsRanked by priority
RoadmapFrom process to results
01Process
02Role
03Workload
04Recommendation
Starting pointCurrent state
→DeliverableA method that works
Telltale signs
The problem isn't always where you feel it
Overload and friction
Turnaround times get longer, approvals get stuck, and handoffs between units create duplicate work.
Procedures that don't reflect reality
The procedure says one thing, people on the ground do another, and the know-how stays with a few individuals.
What the diagnosis includes
From the big picture to the point of friction
Interviews and meetings
Conversations with key staff, managers and process stakeholders.
Process mapping
Describing the current state, interfaces, decision points and handoffs between units.
Roles and positions
Role definitions, areas of responsibility, overlaps and gaps.
Workload and staffing
Reviewing work volumes, resource allocation and staffing levels.
Options for improvement
Organizational structure, processes, procedures and tools to cut costs and improve service.
Decision document
Findings, recommendations, priorities and an implementation roadmap to present to management.
Our process
A transparent, collaborative, data-driven diagnosis
We define the question
What needs to be clarified, the scope of the diagnosis, and which decisions it should enable.
We gather evidence
Interviews, documents, data, reports and observations of the work process.
We analyze and cross-check
We identify patterns, gaps, root causes and points of influence.
We develop alternatives
We weigh advantages, disadvantages, cost, risk and feasibility.
We decide and implement
We present recommendations, build a work plan and support the change.
Related projects
Diagnosis and organizational design in complex systems
Organizational diagnosis and designThe Phoenix
Organizational consulting for the Health Division and the General Insurance Claims Department: organizational design and the implementation of an optical archive and a workflow system for health claims; setting up a live-agent call center; functional design of the health hotline and the scanning and indexing unit; a review of the monthly balance-sheet process; and ongoing consulting - including a computerized fax survey, an assessment of voice response, a review of paperwork and forms, and records archive management.
Organizational diagnosis and designGovernment Tourist Corporation
Organizational consulting, including writing and editing the company's procedures manual.
Organizational diagnosis and designMaayan Hachinuch Hatorani
Organizational consulting as part of the recovery plan, including organizational structure, staffing levels, job descriptions and written procedures.
Organizational diagnosis and designMigdal
A feasibility study for an optical archive and a workflow system, and cutting the group's costs in compulsory insurance.
Organizational diagnosis and designClalit Health Services
A workload review of the Jerusalem District clinics.
Organizational diagnosis and designJewish National Fund
An organizational review of procurement, warehouses, telephony and vehicles.
Organizational diagnosis and designAtarim Tel Aviv
Merging the Old Jaffa, Tel Aviv Port and Jaffa Port companies into Atarim; ongoing organizational consulting; preparing, editing and writing the company's procedures manual and job descriptions; a review of the records archive; and preparing annual work plans.
Organizational diagnosis and designZara
Writing an RFP for outsourced logistics services.
Organizational diagnosis and designOld Jaffa Development Company
Organizational diagnosis and implementing the recommendations to cut company costs.
FAQ
How much involvement does it require from the organization?
Management and key staff need to be available for interviews, documents and discussion of the findings. We coordinate the process to keep the burden low and the pace steady.
Are employees involved in the diagnosis?
Yes. Involving the people who know the work firsthand is essential to understanding the process, and it also makes it more likely that the solution will be implemented.
Can we focus on one unit?
Absolutely. We can run a diagnosis focused on a division, department or process, or a broader diagnosis of the organization.
What happens after the recommendations are presented?
As needed, we move on to detailed planning, procedure writing, job descriptions, training and implementation support.
Next step
Sometimes you need to pause to see where things really get stuck
Together, we'll define the diagnostic question and build a focused process that leads to a decision.