· OPERATE Assessment

Structural Diagnostic

7 dimensions. 60 indicators. A structural map of your business. The OPERATE diagnostic identifies the constraint limiting your company’s growth and models the capacity unlocked when it is resolved.

Typically completed in under 60 minutes · Responses are reviewed before your diagnostic is returned

OPERATE Structural Diagnostic

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Your Organization
O · Revenue Engine
P · Process Efficiency
E · Operational Friction
R · Human Bottlenecks
A · Data Integrity
T · Technology Readiness
X · Change Execution
Where Do You See the Problem?
Measuring Operational Load
How Your Organization Handles Change
Financial Structure & Growth
The Story Behind the Numbers

Your Full Name

Company / Organization

Your Email Address

Your Role / Title

Industry

Team Size (full-time equivalent)

Annual Revenue Range

What percentage of your total annual revenue comes from your single largest client?

How frequently does your leadership team review profitability metrics — margins, cost structure, or unit economics — with enough detail to act on them?

How predictable is your revenue over the next 90 days?

How aligned are your sales commitments with your delivery capacity?

What percentage of your core operational workflows have documented steps, triggers, and ownership?

How often does completed work need to be revised, corrected, or redone?

How confident are you that your core workflows could handle 2x current volume without breaking?

How accurately can you predict how long a standard deliverable will take from start to finish?

What percentage of your team's weekly work goes to unplanned, reactive, or interrupt-driven tasks?

How often do team members duplicate work or manually re-enter information across systems?

How would you describe the balance between proactive work and reactive firefighting in your organization?

How much effort does your organization spend keeping teams aligned — through status updates, check-ins, and re-communication — relative to actual execution?

How involved does the owner or CEO need to be in day-to-day operational decisions?

How clearly are roles, responsibilities, and decision rights defined across your organization?

How would you describe the current capacity load on your leadership team?

How quickly can key decisions get made and acted on in your organization?

How are your core operational metrics and business performance data currently reported?

How well are your core business systems (CRM, ERP, project management, finance) integrated with each other?

When your team makes an important operational or financial decision, how often do they need to verify or cross-check the underlying data before trusting it?

When a data error or operational blind spot is discovered, how quickly is it identified?

What percentage of your recurring operational tasks (data entry, reporting, scheduling, follow-ups) are automated or system-driven?

How would you describe your organization's approach to AI and emerging technology?

How much overlap or redundancy exists in your team's core tools — are there multiple tools doing the same job?

When a new tool or system is introduced, how does your team typically respond?

What percentage of strategic initiatives launched in the past 12 months were completed as planned?

How does your organization approach strategic planning and execution cycles?

How confident are you that when your leadership team commits to a strategic priority, it will actually be executed as planned?

When your organization implements a significant operational change, how does adoption typically go?

What is the primary category of constraint holding your business back right now?

What is the single biggest thing holding this company back from growing right now?

What are the three most important operational priorities for your business over the next six months?

Where do decisions stall most often in your organization?

Approximately how many hours per week does your team spend on manual, repetitive operational work that could potentially be automated?

Approximately how many hours per week does someone in your organization spend compiling reports, assembling data, or creating operational summaries for decisions?

When a routine operational decision needs to be made (not strategic — think scheduling, pricing, resource allocation), how long does it typically take from identification to approval?

What percentage of your team's work requires coordination across multiple people, teams, or departments to complete?

How many hours per week do founders or senior leaders spend on operational tasks (approvals, coordination, problem-solving) rather than strategic work?

How many significant operational improvements or system changes has your organization implemented in the past 12 months?

When your organization introduces a new system, process, or workflow, how often does it become the permanent way of working?

When a new tool or process is introduced, how long does it typically take before the team uses it consistently?

When your organization decides to implement an operational improvement, who is typically responsible for making sure it succeeds?

What percentage of your total revenue comes from your five largest clients or revenue sources combined?

How would you describe the nature of your revenue relationships with clients?

What is your approximate gross margin — the percentage of revenue remaining after direct costs of delivering your product or service?

What revenue growth rate are you targeting or expecting over the next 12 months?

If revenue stopped growing today, how long could the company continue operating without raising capital?

What best describes the company's current monthly operating position?

What percentage of customers typically churn or do not renew annually?

If demand for your business doubled tomorrow, what breaks first — and how fast?

Where do decisions most often stall in your organization? Is it tied to a specific role, team handoff, or type of decision?

Describe the last time an operational breakdown cost your organization time, money, or client trust. What happened, and what was the root cause?

If you could fix one recurring operational pattern overnight — something your team deals with repeatedly — what would it be, and what would change as a result?

What operational issue do you tolerate that you know you shouldn't?

What prompted you to take this assessment now? Is there a growth goal, operational challenge, or recent event driving it?

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