A systemic audit is a comprehensive and detailed procedure for evaluating and clarifying how the systems of a business are working. A business is a dynamic system, so a systemic audit is like a photograph of a businesses showing exactly how the systems are operating. The result of a systemic audit is a comprehensive written report, presentation and discussion, complete with recommendations for further action. It is the equivalent of a three hundred and sixty degree evaluation for the company.
For a business to change successfully it needs to address two areas:
Both factors are essential. People operate the systems and those systems in turn enable the people to work effectively.
Even the best people cannot produce good results if the systems do not support them.
Change can be difficult because the existing systems give the company stability.
This stability looks like resistance when the company wants to change.
It is essential to understand these systems in order to find the best leverage point for change.
The systemic audit has two main functions:
Conceptual Background
Since the publication of Peter Senge’s book, The Fifth Discipline’ in 1990, it has been widely recognised that a business can be analysed as a dynamic system and the structure of a business is as important as the people who work in it. The way the business is structured can help or hinder the efforts of the people.
The systemic audit is the synthesis of a number of systems approaches including:
Why is it important?
To provide a comprehensive photograph to understand the business as it operates at that moment. Without an understanding of the starting point it is very difficult to decide the best steps forward. To know which road to take, you need to know where you are starting from.
A systemic audit is solutions oriented. It not only analyses how the business operates, but what changes need to be made so it can operate better.
It gives a picture of the structure of the business separate and distinct from the people who work in it
Methodology
All discussions, reports and information obtained in the systemic audit are confidential and not disclosed in any third party without consent. The report and results of the systemic audit belong to the company that commissioned it.
Normally a team of between two and four consultants are involved in a systemic audit. Consultants discuss with management the scope and goals for the systemic audit, what changes the company wants to make and in what time frame. The consultants get an overview of the company, the different divisions and departments and the lines of authority. They also study the marketing literature.
Consultants then decide the people they need to interview. Exactly who and how many people are interviewed depends on the scope and goals as defined in the initial discussions. Minimally, at least one person is interviewed from every level of the company from directors to clerical workers. Customers and suppliers may also be interviewed if possible and appropriate. This is to get a multiple perspective on the company from every viewpoint.
Agenda and timetable is agreed between company and consultants for the interviews. Interviews are normally conducted on the company premises, at a convenient time for the people who need to be interviewed.
Time frame –Preliminary discussions and setting the agenda are normally concluded in two weeks.
Interviews are usually conducted on the company premises during working hours. They are normally conducted by a team of consultants. Each interview is between twenty minutes and three quarters of an hour. Interviews are confidential and not tape recorded. One team will conduct up to eight interviews a day.
Time frame – This phase depends on how many people need to be interviewed and the scope of the report. It is normally a minimum of three days.
The consultants write the report and give a presentation of the main findings to the company managers who commissioned it. The report is normally between thirty and forty pages, depending on the scope of the audit. The report normally takes two weeks to write and will be in English. If the report needs to be translated then this may add another week to this phase.
The report normally has the following sections:
A systemic audit is a comprehensive and detailed procedure for evaluating and clarifying how the systems of a business are working. A business is a dynamic system, so a systemic audit is like a photograph of a businesses showing exactly how the systems are operating. The result of a systemic audit is a comprehensive written report, presentation and discussion, complete with recommendations for further action. It is the equivalent of a three hundred and sixty degree evaluation for the company.
For a business to change successfully it needs to address two areas:
Both factors are essential. People operate the systems and those systems in turn enable the people to work effectively.
Even the best people cannot produce good results if the systems do not support them.
Change can be difficult because the existing systems give the company stability.
This stability looks like resistance when the company wants to change.
It is essential to understand these systems in order to find the best leverage point for change.
The systemic audit has two main functions:
Conceptual Background
Since the publication of Peter Senge’s book, The Fifth Discipline’ in 1990, it has been widely recognised that a business can be analysed as a dynamic system and the structure of a business is as important as the people who work in it. The way the business is structured can help or hinder the efforts of the people.
The systemic audit is the synthesis of a number of systems approaches including:
Why is it important?
To provide a comprehensive photograph to understand the business as it operates at that moment. Without an understanding of the starting point it is very difficult to decide the best steps forward. To know which road to take, you need to know where you are starting from.
A systemic audit is solutions oriented. It not only analyses how the business operates, but what changes need to be made so it can operate better.
It gives a picture of the structure of the business separate and distinct from the people who work in it
Methodology
All discussions, reports and information obtained in the systemic audit are confidential and not disclosed in any third party without consent. The report and results of the systemic audit belong to the company that commissioned it.
Normally a team of between two and four consultants are involved in a systemic audit. Consultants discuss with management the scope and goals for the systemic audit, what changes the company wants to make and in what time frame. The consultants get an overview of the company, the different divisions and departments and the lines of authority. They also study the marketing literature.
Consultants then decide the people they need to interview. Exactly who and how many people are interviewed depends on the scope and goals as defined in the initial discussions. Minimally, at least one person is interviewed from every level of the company from directors to clerical workers. Customers and suppliers may also be interviewed if possible and appropriate. This is to get a multiple perspective on the company from every viewpoint.
Agenda and timetable is agreed between company and consultants for the interviews. Interviews are normally conducted on the company premises, at a convenient time for the people who need to be interviewed.
Time frame –Preliminary discussions and setting the agenda are normally concluded in two weeks.
Interviews are usually conducted on the company premises during working hours. They are normally conducted by a team of consultants. Each interview is between twenty minutes and three quarters of an hour. Interviews are confidential and not tape recorded. One team will conduct up to eight interviews a day.
Time frame – This phase depends on how many people need to be interviewed and the scope of the report. It is normally a minimum of three days.
The consultants write the report and give a presentation of the main findings to the company managers who commissioned it. The report is normally between thirty and forty pages, depending on the scope of the audit. The report normally takes two weeks to write and will be in English. If the report needs to be translated then this may add another week to this phase.
The report normally has the following sections: