Understand the causes before changing the organisation.
Examine how decisions, processes and responsibilities interact, so you can choose the next step on a sound basis.
When deeper analysis is useful.
Several symptoms may share one constraint: delayed decisions, unclear handovers or too many competing initiatives. A situation analysis examines how these factors interact before a wider change is commissioned.
What the work clarifies.
The scope is agreed around your situation. We examine the starting point, relevant information, responsibilities and economic consequences, separating observations from assumptions. The objective is a prioritised understanding of the constraint and a clear direction for action.
A decision about what comes next.
Findings become an agreed target picture, priorities and a defined next assignment. The next step may be a focused internal change or a broader CoreMix engagement. Scope, deliverables and fees are agreed before commissioning.
Before the first conversation: clarify three things.
- Which decision does this prepare?
- Which cause needs to be addressed first, and how extensive should the intervention be? A situation analysis connects symptoms, interactions and economic consequences to support a decision. The appropriate outcome may also be a limited internal change.
- What should you bring?
- Bring two or three examples of the same recurring problem. Existing process descriptions, decision paths and traceable time or effort data are useful. Distinguish what has been observed from what is still an assumption.
- What is agreed before commissioning?
- The question to resolve, people involved, available information, specific deliverables, timeframe and fees. Duration and effort depend on the agreed depth; an analysis does not automatically lead to a further engagement.
Related guidance: Check accountability at handovers