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STARS
ENIT

Self-diagnosis · two minutes

How much of your company still depends on particular people?

Twelve questions on the six systems a company is made of. At the end you get a score from 0 to 100, the picture per system, and the area worth starting from.

We ask for no details to show you the result: you just see it. If you then want to talk it through, the form sits at the bottom of the result page.

  1. Question 1 of 12 · Acquisition — An enquiry from the website or from word of mouth goes unanswered for more than a day.
  2. Question 2 of 12 · Acquisition — A quote that was sent out gets forgotten, and you find out weeks later.
  3. Question 3 of 12 · Delivery — To know how far along a job is, you have to ask a particular person.
  4. Question 4 of 12 · Delivery — Work starts late because something was lost in the handover from sales.
  5. Question 5 of 12 · Communication — Someone asks for information the company already holds.
  6. Question 6 of 12 · Communication — Important agreements and decisions live inside personal chats or inboxes.
  7. Question 7 of 12 · Knowledge — A case stalls because the person who knows how to handle it is away.
  8. Question 8 of 12 · Knowledge — New joiners learn by watching a colleague, because the written procedure is missing.
  9. Question 9 of 12 · Decision — A problem surfaces only once it has already cost something.
  10. Question 10 of 12 · Decision — Getting an up-to-date figure on margins or productivity takes manual work.
  11. Question 11 of 12 · Automation — The same value is typed by hand into more than one system.
  12. Question 12 of 12 · Automation — Recurring documents such as offers, reports and confirmations are filled in by hand.

0 answers out of 12

The scale runs from 0 (a structured organisation) to 100 (a critical one). The six systems, explained →

What we see when we look at a company for the first time.

Twelve answers you gave yourself are an indication. These are the four documents a real analysis hands back, built on your data and on talking to your people.

An example of how we hand back the diagnosis. The figures are there to show the shape of the output.

Chaos Index

A score from 0 to 100 on how operationally dependent the organisation is. It puts a number on something the owner can already feel.

Overall score

58/100 Fragmented

  • Acquis.
  • Delivery
  • Comms
  • Knowl.
  • Decision
  • Autom.
Most critical area
Knowledge
Scale
0 structured → 100 critical

How it works today, how it could work

The two maps side by side. The gap between them is the value a transformation can free, and it is also the scope of the work.

The gap between the two columns is the value to be freed.

TodayAfter
The same value lives in three placesIt lives in one place and travels where needed
Follow-up happens if someone remembersFollow-up starts on its own
Margin becomes clear once the job is doneMargin is visible while the job runs
The procedure lives in one person’s headThe procedure lives inside the system

The Cost of Chaos

What the current way of working costs each year. We always separate what we measured from what we estimated.

One example, worked through in full.

4 salespeople × 40 minutes a day
52 h / month
average loaded cost
€30 / h
direct cost
€1,560 / month

Over a year €18,720

  • Saving

    hours and costs the company stops consuming

  • Recovery

    value you already produce and lose along the way

  • Growth

    new capacity, made possible by the system

Where to act first

Opportunities weighed on impact and complexity. Mostly it serves to discard what is technically interesting and economically irrelevant.

Each opportunity weighed on two axes.

Impact Complexity

  • Do it nowreal value in a few weeks
  • Strategic projectworth a lot, needs planning
  • When convenientuseful, and it can wait
  • Leave it alonetechnically interesting, economically irrelevant