Following the Work
Real work is followed end to end, not the version written in the org chart.
Stream Two
The organisational review, written and defended.
Where does the work pile up, and why? Answered from material rather than from memory.
The Build
Three cells of the review in order.
Setting It Against Aims
The flow is set against the staffing and the stated aims, and the gaps are pointed at.
Laying Out the Options
Options are laid out with costs and risks; choosing between them is not our part.
Challenged and Corrected
Written so it can survive argument.
Reviews end with a written document the client can challenge line by line, and a working session where every claim is defended or corrected. Estimates of benefit remain estimates; the review never calls them commitments. Where the findings touch accounting, law or audit, the routes to those specialists are named and the boundary is kept.
Three Weeks
Sized to the department, not the invoice.
A review of one department takes around three weeks including the closing session.