Advisory · measure
Productivity diagnostics that find the real leaks
A structured look at where capacity disappears inside a large organisation — and which few fixes would return the most time to the work that matters.
Begin an assessment
What a diagnostic examines
A diagnostic is an evidence-gathering exercise, not an audit with winners and losers. We look at five dimensions and describe each in plain language, with examples the people involved recognise. The aim is a shared picture of the problem before anyone commits to a solution.
Meeting load
How many hours a week go to recurring meetings, how many people attend, and how many of those meetings have a decision attached.
Handoffs
Where work crosses between teams, and how long it waits at each boundary before someone picks it up again.
Approvals
Which steps need a sign-off, who grants it, and whether that step still prevents anything or simply delays.
Rework
How often work returns for a second pass because the brief, the data or the standard was unclear at the start.
Tooling friction
Where people rebuild the same information across systems, and where a missing integration costs minutes every day.
How we gather the evidence
We combine three light methods. Structured interviews with a cross-section of managers and specialists give us the story. A short calendar and workload sample gives us the numbers. A handful of observed work sessions shows us how tasks actually move, including the workarounds people have invented. None of these require an enterprise survey or a long data-collection project.
What you receive
You get a written diagnostic with three parts: a map of where capacity goes, a ranked list of opportunities, and a suggested first wave of changes small enough to start next month. We deliberately keep it short enough to read in one sitting and concrete enough to argue with.
Reading the results honestly
Every number comes with its limits. A calendar sample is a snapshot, not a verdict. An interview reflects what people can recall. We label our confidence, and we resist the temptation to overstate a finding because it sounds impressive. If the evidence is mixed, we say so and suggest a smaller, cheaper way to test the assumption before you invest.
Turning findings into action
A diagnostic is only useful if it changes something. We finish with a short list of moves, each with a named owner and a rough sense of effort. We deliberately rank by effort against expected effect, because the fastest wins often sit in places nobody expected and the biggest opportunities sometimes need a quarter of patient work. You choose what to act on; we make the trade-offs clear enough that the choice is informed rather than political.
Working alongside your data team
Where an organisation already has people analytics, we work with it rather than around it. Our diagnostic is deliberately light, so it complements deep internal reporting instead of duplicating it. We bring interpretation and cross-team pattern-spotting; your analysts bring the detail and the history. Together the picture is far sharper than either an outside snapshot or an internal report could be alone.