The L2i Organisational Management Audit

Most service sector organisations under perform in a range of critical organisational management competencies and don’t even realise. These include –

  • Setting and achieving goals
  • Programme, Project, and Change Management
  • Policy Management
  • Learning and Improvement
  • Compliance
  • Customer Experience Management
  • System, Process, and Workflow Management
  • Knowledge, Information, and Intelligence
  • Relationship Management
  • Communication
  • Meetings and Actions

These are important functions and under-performing in these areas directly affects how your organisation performs and how much it costs to run.

Organisations all follow a very similar model, as shown below, though their services may vary.

Organisations are pretty consistent in that they have goals, contain data, face changes, run occasional projects and programmes, have customers, contain systems and processes, are required to comply with legislation, communicate internally and externally, hold meetings, and require knowledge.

So, why is it that very little of this is monitored and managed consistently and effectively by organisations?


You may find it difficult to accept that your organisation performs poorly in such a wide range of core functions. However, there are significant human factors to contend with and generally we humans have different personalities, and may have a slightly different approach to things.

The great news is that, if you are performing poorly, we can evidence this pretty quickly and easily. It only takes a few strategic questions and a little minor investigation to check that your answers are based on facts rather than assumptions.

Our Audit Process (facilitated self-assessment)

The first step is to agree some common sense but very simple best practice statements with your leadership. For example –

  • it is sensible to record the actions agreed in any meeting” or
  • “it is sensible to clarify the purpose of a meeting and the expectations upon those who have been invited in advance” or
  • “it is sensible to know where our customers are most likely to come into contact with our organisation and to test how their experience might feel” or
  • “it is sensible to document our legislative and regulatory responsibilities, and have an appropriate strategy to ensure we fulfil these”

Once you have agreed a set of very basic good practice statements, we will check using a set of strategic interview questions whether your organisational practices reflect the statements you have agreed as sensible. These interviews will be conducted across a selection of leadership and senior management figures.

We will also need to gather some evidence to corroborate or contradict your responses. This is usually in the form of additional questions or further investigation of business as usual practices. For example, we may ask some members of staff whether the purpose of meetings  is provided to them with any meeting invite, or we may wish to see a random selection of meeting invites to ascertain whether the purpose of meetings is routinely provided to invitees.

The next step is an impact assessment and recommendations report, and a set of clear action which will address your organisations competency gaps. Working with some of our strategic partners, we can help you to implement the actions and measure improvements.

What benefits will we see?

 Significantly improved performance
 Improved control and adaptability
 Reduced risk
 Significant reduction in operating costs long term


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