Operations Analysis
POTENITIAL ISSUES
- We need an understanding of what areas in my company are running well and which ones need work.
- We can’t measure anything because we don’t have a benchmark of the as-is status of the company.
- How do we give people who are further down in the organisation a chance to have an objective voice?
- I don’t have a repeatable measurement tool which can be used to track my company’s progress year after year.
- How do we show the investment community how fast and effective we can improve our operations on a year to year basis if we don’t have a benchmark?
- How do we get an objective and realistic understanding of the organisation we are leading?
- How can we get employees to give candid and honest responses while safeguarding their anonymity?
- How can we get an understanding of the connects and disconnects within the organisation that may be the source of synergy, fragmentation or conflict?
- How do we add science and statistics to the feeling of ‘how we think’ overall operations are currently functioning?
DESCRIPTION
The Operations Analysis measures deep operational realities:
- It is a qualitative and quantitative measurement of the employees perception of the company culture and how well the company is functioning
- It makes concrete and specific something that is critical but hard to qualify: brings hard science to very complex organisational issues which could hinder optimal revenue generation
- It evaluates strengths and weaknesses which could hinder optimal revenue generation; identifies specific gaps between where an organisation needs to be and what it actually is
The Operations Analysis generates 6 reports which will be presented to the senior management team:
- Overall company report
- Area/store location report
- Job role report
- Front of House/ Back of House report
- Comments report
- Conclusions and corrective actions
HOW WE CAN HELP
The operation analysis effectively lifts the hood on your company’s engine, but also puts the numbers behind things you might have thought were not measurable. We look at 3 main drivers:
- People
- Communications
- Leadership & Strategy

