# An organizational diagnosis that hears from every role > Organizational audits and process mapping across a whole company, without booking fifteen time slots: the interviews run on their own. Source : https://tellmehow.io/en/use-cases/organization-consultancies · Updated on : 2026-10-18 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. For an organizational consulting firm, TellMeHow runs the diagnostic interviews with each employee, by voice and with sight of their screen, then reconstructs processes, roles, and pain points in a map where every finding links to its evidence. The firm keeps its method, reviews the analysis, and delivers the result under its own brand. ### 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 #### 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. #### 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. #### 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. #### 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. #### 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. #### 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. #### 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. Regional social housing provider, 320 employees, a head office and six local branches, considering a reorganization of tenancy management. - Tenancy officers - Local branches - Arrears recovery - Maintenance department - 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 how you log a complaint - Show me how you track open work orders A complaint logged at a branch is re-entered at head office from an email, which creates two tracking numbers for the same request. Above €1,500 per job, the purchase order waits for the maintenance manager’s signature, a step missing from the written procedure. Only one branch’s arrears lead knows how to prepare the files for the unpaid rent committee. ### 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. --- - Français : https://tellmehow.io/cas-usage/cabinets-organisation.md