An organizational diagnosis that hears from every role
Before you redesign a department, you need to know who does what, with which tools, and in what order. TellMeHow gathers that account from everyone involved and consolidates it into a process map backed by evidence.
By type of firm
What an organizational diagnosis involves
A diagnosis starts with a round of interviews: managers first, then the people who do the work, one department at a time. Scheduling stretches over weeks, and the sample often shrinks to whoever is available. Consolidation then happens in a spreadsheet or from memory, before it turns into a process map and an action plan. The client expects a document that holds up in front of its teams, which means findings you can justify.
Where a diagnosis gets fragile
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A sample that is too narrow
Time is short, so you interview one or two people per department. Differences between branches, teams, or shifts go unnoticed.
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The official version of the process
In an interview, people describe the work as it should be done. Workarounds, parallel circuits, and informal trade-offs mostly surface when you watch someone work.
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Recommendations that are hard to defend
When a manager disputes a finding, tracking down the sentence or situation behind it takes time. The action plan loses credibility.
From your method to the action plan
The consultant owns the framework and the conclusions. The AI interviewer handles collection, and the analysis does the first pass at consolidation.
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1
Set up the firm’s method
You describe your analysis topics (department scope, decision circuits, interfaces, workload) once in your method, then tailor them to each engagement and each population.
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2
Interview the whole scope
Each employee gets a personal link and does the interview when it suits them, in one or more sessions. The AI interviewer follows your guide, asks for concrete examples, and asks to see the tool when that helps.
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3
Reconstruct processes and roles
The analysis cross-references the recaps that participants have validated: steps, actors by role, tools, and estimated volumes. Incompatible versions of the same fact become contradictions, which you resolve yourself or clear up with a targeted follow-up.
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Deliver the map and the plan
You review and edit the map, choose which evidence to publish, and write your recommendations. The sponsor opens a navigable deliverable under your brand, where every finding opens onto its source.
Example: a 320-person social housing provider
Illustrative example, not a client case.- Audited company
- Regional social housing provider, 320 employees, a head office and six local branches, considering a reorganization of tenancy management.
- Populations interviewed
- Tenancy officers Local branches Arrears recovery Maintenance department
- Guide topics
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- Role scope and responsibilities
- How a tenant complaint is handled
- Interfaces between head office and branches
- Approval of maintenance spending
- Workload and seasonal peaks
- Show me
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Show me how you log a complaint
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Show me how you track open work orders
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Example findings
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Pain point
A complaint logged at a branch is re-entered at head office from an email, which creates two tracking numbers for the same request.
Pinned screenshot, local branch 3 · 11:47 -
Business rule
Above €1,500 per job, the purchase order waits for the maintenance manager’s signature, a step missing from the written procedure.
Audio clip, maintenance 2 · 23:10 -
Single point of knowledge
Only one branch’s arrears lead knows how to prepare the files for the unpaid rent committee.
Audio clip, arrears recovery 1 · 08:52
What the firm delivers
- A map of current processes, by department and by role, including their variants.
- Typed findings (pain points, rules, single points of knowledge, risks), each linked to a clip or a screenshot.
- Contradictions between departments, either resolved or documented as a result of the diagnosis.
- Opportunities prioritized against your own scoring grid, as the basis for your action plan.
Common questions from organizational consultants
Can we use our own diagnostic framework?
Yes. In TellMeHow, the firm’s method holds your topics, your objectives, the AI interviewer’s tone, and the deliverable structure. Each engagement inherits it and adapts it, and the guide can be tuned further per population and per participant.
Does the diagnosis evaluate employees?
No. TellMeHow evaluates processes, never people: no ratings, no scores, no individual comparisons, and no emotion analysis. Actors appear on the process map by role.
How long does an interview take?
There is no fixed length. The interview is split into chapters that the participant works through in one or more sessions at their own pace, and the AI interviewer suggests a break after about an hour of continuous conversation.
Does the consultant stay in control of the process map?
Yes. The consultant can rename, merge, or split steps, reject a finding, or adjust an estimate. Those edits are protected: a new analysis run proposes changes rather than overwriting them.
The features involved
- Interview guide Your method, tailored by engagement, team, and person: the AI runs your audit, not its own.
- Process map Processes rebuilt step by step, with actors, tools, volumes, and pain points, each one sourced.
- Your brand Your clients see your firm: subdomain, logo, colors, AI interviewer, and deliverable in your brand.
Other use cases
- Digital transformation The baseline before the program: the tools people actually use, not just the ones on the IT roadmap.
- ERP / CRM integrators Requirements gathering grounded in how current systems are really used, with BPMN export.
- Automation agencies Spot repetitive tasks, estimate their volumes with sources, and back every proposal with facts.
See a complete audit in thirty minutes.
A voice interview with screen sharing, the process map it produces, the deliverable the sponsor reads: on a demo engagement, with your questions.