A structured diagnostic engagement that surfaces what is actually happening beneath the presenting performance problem. The right first step before any program begins.
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Most organizations begin a leadership or performance engagement with a discovery call. Someone senior describes what they see. The firm proposes a solution. The work begins. The problem is that one person’s view of an organizational problem is always limited by where they sit.
The OPR™ exists because real diagnosis requires multiple perspectives, structured analysis, and a framework for interpreting what the data actually means. What looks like a culture problem from the top often looks like a structural problem from the middle. What looks like an execution problem often turns out to be an authority problem that no amount of execution-focused work will fix.
“The presenting problem is almost never the actual problem. It is the symptom that finally became visible.”
A structured five-week engagement with a clear beginning, a defined process, and an honest recommendation at the end. Not an open-ended assessment. Not a sales process in disguise.
Structured intake conversation with senior leadership. We collect the organization’s account of what is happening, what has been tried, and what a successful outcome looks like. This is the first data point, not the diagnosis.
Week 1Structured interviews across levels, functions, and roles. We are not asking people what they think the problem is. We are listening for what the data reveals when multiple perspectives are triangulated through the ICL™ diagnostic lens.
Weeks 2–3Behavioral assessments, identity diagnostics, and structural analysis. We run the data through the ICL™ framework to identify which zones leaders are operating in, what configuration the organization is in, and where the structural gaps live.
Weeks 3–4A written findings report naming the actual problem, the root cause, and a specific recommendation for next steps. We will tell you honestly which service is warranted, what scope is appropriate, and what it will take for the change to hold.
Week 5The OPR™ produces a concrete deliverable. Not a slide deck of observations. A named problem, a root cause, and a specific recommendation.
Sometimes the OPR™ reveals that an organization is not ready for the work. Sometimes the problem requires something outside our scope. Sometimes the right next step is smaller than what was anticipated. We will tell you honestly — because our value is the accuracy of the diagnosis, not the size of the engagement that follows.
Tell us what you are navigating. We will determine whether the Organizational Performance Review is the right first step and what the engagement would look like for your organization.
