Management knows transformation is needed, but departments judge the problem and direction differently
BUSINESS DIGITAL DIAGNOSTIC
Establish facts and priorities first, then decide where resources go.
The Business Digital Diagnostic is usually completed in 2–3 weeks, forming management judgment, investment priorities and next actions around real business problems.
TYPICAL DURATION2–3 weeks
OBJECTBusiness problems and capability gaps
KEY OUTPUT90-day action plan
REFERENCE INVESTMENTSix figures RMBReference ¥150–300k, depending on scope and number of sites
01
WHEN TO START
When direction, projects and budget cannot form one set of priorities.
The diagnostic suits companies starting, restarting or about to make an investment decision on transformation.
Many system and data projects exist, yet none can explain their link to business metrics
An ERP, MES, data platform or AI project is about to start and the scope is still unclear
Existing pilots have not produced replicable value and root causes need to be re-identified
02
KEY QUESTIONS
The diagnostic answers business problems, value opportunities and implementation conditions.
Business problems
Which problems keep affecting growth, delivery, cost, cash flow or management efficiency?
Capability gaps
Why can existing process, data, systems and organization not handle these problems reliably?
Value opportunities
Which scenarios deserve priority investment, and what are their value, complexity and prerequisites?
Sequence of action
Which consensus, mechanisms, data or pilots should be formed in the next 90 days?
03
SCOPE & INPUTS
Enter through business facts and cover the layers needed to form capability.
Core work
- Interviews with management and key roles
- Analysis of business metrics, process breakpoints and exceptions
- Review of existing systems, data and project portfolio
- Capability maturity and value-opportunity judgment
- Priority workshops and management consensus
What the company provides
- Strategic priorities and annual business targets
- Key metrics, business processes and organization information
- Overview of current systems, data and projects in progress
- A core team able to confirm facts and take part in decisions
04
DELIVERABLES
A set of business materials that can go straight into decision-making.
Business problem map
Problems, scope of impact, causal links and chain of ownership.
Capability gap judgment
The critical shortfalls in process, data, systems and organization.
Value opportunity list
Ranked by business value, urgency, feasibility and dependencies.
90-day action plan
Items that can start now, owners, dependencies and decision points.
05
WORKING PROCESS
A short cycle to build shared facts and management judgment.
- 01
Kick-off and focus
Confirm the core business problem, scope, participants and required materials.
- 02
Interviews and fact analysis
Understand metrics, process, systems, data and exceptions along the value chain.
- 03
Opportunity and priority judgment
Turn problems into capability gaps and comparable improvement opportunities.
- 04
Management workshop and action plan
Calibrate conclusions, fix the 90-day actions and decide whether to proceed to a blueprint or a program.
06
BOUNDARIES
The value of a diagnostic comes from clear boundaries.
A good fit
You need facts, management consensus and project priorities within a limited period, and are willing to open key people and business information.
Not the same as
Free pre-sales, a full technical audit, off-the-shelf software selection, or a direct promise of unverified quantified benefits.
If the problem is already defined and you want to validate business improvement directly, see the order-to-delivery program or the inventory governance program.
NEXT STEP
Bring the operating problem
you most want to change.
Delivery, inventory, operating visibility or a workflow where AI could help. Share your situation and priorities so we can identify a practical next step together.