We oxygenate, sustain, and grow business initiatives through end-to-end partnership support.
At the diagnosis phase, the primary intention is to determine the overall health of the candidate organization. Other subsidiary objectives will include the determination of the symptomatic manifestations of the extent and potential challenges limiting its capacity to deliver residual income (or positive economic-value-added performance) on a sustainable basis.
The diagnoses will cover virtually every spectrum of the candidate organization’s existence. All or some – depending on the usefulness – of the following techniques may be deployed to determine the stress level of the organization: competitive analysis, SWOT analysis, benchmarking analysis, gap analysis and needs assessment. See the diagram below.
Our objective in conducting competitive analysis is to identify the immediate and likely industry performance position of the candidate organization in various measures of its competitiveness health. In general, this will reveal both the capability and strategic advantages and inadequacies of the candidate organization. The SWOT analysis, on the other hand, presents not only the granular details of the organization’s strengths, opportunities, weaknesses and threats but also shows the internal capabilities and strategic advantages as well as uncontrollable external forces that act upon its success or failure. The output of the SWOT analysis is not simply a matrix or grid but rather a concise report containing clear goals and activities that should be communicated to stakeholders.
The benchmarking analysis enables us to compare candidate’s performances, processes, strategies, and techniques against best performers and practices. We shall also compare historical and extant performances of the candidate organization against the targets that it has set out for itself. Closely linked to the benchmarking analysis, the gap analysis enables the determination of steps needed to move a candidate from its current state to its desired, future state.
The diagnalytics process starts with ‘indications’ or symptoms of typical performance challenge or a newly set target that needs to be met. It is these indications that signal the level of oxygenation challenge that HandHolding® will deal with. Upon engagement of HandHolding®, the diagnalytics process is launched and largely comprises information mining and processing.
The array of diagnosis tools already explained are deployed for information mining (information gathering and robust diagnosis). At the end of this, information is integrated with the precedent indicators and properly interpreted. Below is a schedule of criteria for determining the adequacy and acceptability of the diagnalytics process.
| S/N | MEASURE | KEY PERFORMANCE INDICATORS |
|---|---|---|
| 1 | Accuracy of Diagnosis |
Margin of vector Predictive capacity of tests deployed Compliance of tests to strict methodological standards Discriminative capacity of tests between certain two conditions |
| 2 | Differential Diagnosis |
Likelihood ratio of comprehensiveness in coverage of candidate conditions |
| 3 | Adequacy of Diagnosis |
Clarity of test findings Comprehensiveness of identified 'indications' Compliance with sample source and size methodological standard |
| 4 | Validation of Diagnosis |
Relevance of tests Accuracy of diagnosis of positive sensitivity (relative to performance target) of prospective positive performance |
Prior to the engagement of diagnalytics techniques, a few indications need to be identified. This is typically the first step in the diagnalytics phase of the oxygenation process.
They comprise:
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