Part of Business Consultant

Diagnostic Review Vs Consulting Project

Short answer

A diagnostic review comes before a consulting project when the business problem is still unclear. A consulting project works best when the scope is known. If the owner does not yet know whether the problem is marketing, sales, operations, offer, cash, hiring, or decisions, start with diagnosis before buying a larger project.

The owner knows something has to change. A consultant can help, but the proposal depends on how the problem is named. If the problem is named too early, the project can be neat and still miss the cause.

  • what the owner sees
  • what may be wrong
  • what to check first
  • what not to fix yet
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Symptoms

What this usually looks like.

  • Several possible projects sound reasonable.
  • Different specialists recommend different fixes.
  • The owner cannot tell which scope is first.
  • The business has already paid for work that did not solve the repeat problem.

Do not treat the first symptom as the answer. The point is to find the cause before another fix gets bought.

Likely causes

Where the problem may really live.

The business is buying execution before diagnosis.

Check this before buying the next fix.

The scope is shaped by the vendor lane.

Check this before buying the next fix.

The owner is trying to choose help before naming the problem.

Check this before buying the next fix.

The issue crosses more than one function.

Check this before buying the next fix.

What to check first

What to inspect before spending more.

  • Ask what problem the project is meant to solve.
  • Ask what must be true before the project can work.
  • Check whether the problem crosses functions.
  • Check whether the first fix is known or only assumed.

What to fix first

  • Name the business problem before the project.
  • Define the first fix and the owner of that fix.
  • Use a consulting project when the problem and scope are clear.

Wrong fix avoided

What not to buy too early.

Do not buy a consulting project just because the proposal is concrete. A clear scope is only useful when it is pointed at the right problem.

  • Do not sign the larger project yet.
  • Do not choose the specialist before the problem is named.
  • Do not treat a polished proposal as diagnosis.
  • Do not widen scope to compensate for uncertainty.

When outside help makes sense

Outside help makes sense when the next fix costs more than a clean diagnosis. Use Business Problem Review when the situation crosses more than one part of the company and you still do not know what to fix first.

Common questions

Direct answers for owners.

What is the difference between a diagnostic review and a consulting project?

A diagnostic review names the business problem and first fix. A consulting project executes a defined scope after the problem is clear.

When should a diagnostic review come first?

A diagnostic review should come first when the owner cannot tell which problem the larger project should solve.

Does this mean consulting projects are bad?

No. Consulting projects are useful when the problem and scope are clear. The risk is buying one before diagnosis.

When should I use Business Problem Review?

Use Business Problem Review when the problem is expensive, unclear, and likely to cross more than one part of the business.

Related pages

Next step

If you still do not know what to fix first, start with the review.

Business Problem Review is for owners who need the problem named plainly before another month goes to the wrong fix.

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