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How broad should the first diagnostic be?

Narrow enough to answer a real business question well. One defined process or workflow is usually more useful than a company-wide search for every AI opportunity.

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How many stakeholders should I include?

Enough to cover leadership intent, process ownership, frontline reality, important exceptions and adjacent handoffs. There is no universal number.

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Should I interview only managers?

No. Managers often describe the intended process. Frontline participants reveal workarounds, exceptions and real task detail.

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What if stakeholders disagree?

Treat the disagreement as evidence. Investigate whether teams follow different variants, have different incentives or understand the process differently.

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When is screen observation useful?

When granular on-screen work is important and difficult to explain verbally. It is consent-based and should be proportionate to the engagement.

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Does every stakeholder need screen observation?

No. Use it only where task-level evidence materially improves the diagnosis. Interviews remain the primary source for decisions, context and exceptions.

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What if interview evidence is incomplete?

Identify the missing perspective, run a focused follow-up or add another relevant stakeholder. Do not manufacture certainty from weak coverage.

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What makes a finding credible?

Clear evidence, a meaningful consequence, transparent confidence and client validation.

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What is the difference between a finding and a recommendation?

A finding describes the validated current state and why it matters. A recommendation states what should change.

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Should every bottleneck have a technology solution?

No. Causes may be policy, ownership, incentive, approval structure, training or process design.

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How do I validate a process map?

Review it with people who know the work, test important variants and distinguish the official process from what happens in practice.

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What should the final diagnostic produce?

A validated current-state view, prioritised opportunities, consultant-created value assumptions, a roadmap and a clear decision on what should happen next.