ArtBazy Diagnostics
An original system of written management diagnostics for small and medium-sized businesses.
The project examines how data, processes, constraints and risks produce a management problem. Its result is a written report identifying causes, priorities, actions and review points.
- 49diagnostics
- 10business areas
- 3depth levels
- 1:1individual written report
A business problem rarely belongs to one indicator
A cash shortage may be caused by inventory, procurement, discounts, unpaid invoices, order composition or partner terms. Weak sales may originate in the transitions between advertising, the first response, the offer, pricing and follow-up.
ArtBazy Diagnostics was developed to examine such connections: moving from an observable symptom to the process, constraint, risk and management decision.
A written result as the basis for management work
I built the project around a written result. Source information, a description of the situation and discussion of the task support the analysis. The outcome is recorded in a document: the initial picture, causal links, risks, priorities and next review points.
This makes it possible to revisit conclusions, discuss them with colleagues and partners, check which decisions were implemented and use the report as the starting point for the next stage.
Documented picture
Facts, data, constraints and contradictions brought into one structure.
Causal model
The observed symptom is connected to processes, decisions and accumulating risks.
Action sequence
Actions are ordered by priority and linked to review points.
From source information to the next management route
Every diagnosis follows the same logical sequence. On narrow screens the steps can be expanded; on wider screens they can be viewed together.
- Facts, indicators, documents and a description of the initial situation.
- The management question that calls for analysis.
- The part of the business where the observed result is produced.
- A lack of information, resources, time, capacity or control.
- How decisions and actions are connected to the observed result.
- How the situation might develop if the current approach remains unchanged.
- A priority change, calculation or further check.
- An indicator or event used to evaluate the result.
- The next area for analysis, implementation or a separate project.
What the system is made of
Each diagnostic addresses a specific management question, with its own information requirements, analytical depth and result format.
Catalogue of management problems
49 diagnostics addressing specific problems, decisions and areas of business.
Begin with the situation
The business owner starts by stating the actual problem.
Three levels of depth
Focused, extended and systemic forms of analysis.
Consistent report structure
The initial picture, causes, risks, priorities, actions and next route.
Diagnostic selection
An interactive guide helps choose a suitable diagnostic or a sequence of analyses.
Examples of results
Anonymised sample materials illustrate the structure of the document to be delivered.
Digital tools
Calculators, guided workflows and services check individual indicators and prepare source data.
Open services →Which parts of a business the system connects
The areas provide navigation rather than rigid boundaries. A real management problem often spans several processes, such as procurement, stock, sales and cash flow; or advertising, offers, lead handling and team capacity.
- 01Finance
- 02Sales
- 03Pricing and margin
- 04Customers and channels
- 05Team
- 06Processes
- 07Stock and products
- 08Launch and decisions
- 09Documents and obligations
- 10Partners and money
The principles behind the system
Start with the owner's question
Translate the original formulation into a structured management analysis.
Separate facts from hypotheses
Identify source data, analytical conclusions, working hypotheses and points requiring further verification.
Define a sequence
Prioritise recommendations and connect them to review points.
Show the limits of the analysis
State which conclusions are supported by available data and which questions require another stage.
Conclude with a practical route
Specify what happens next: a calculation, process change, tool adoption, further analysis or a separate project.
ArtBazy Diagnostics and its digital tools
An independent layer of digital services is being developed within the project. Calculations, guided workflows, matrices and checks help people investigate individual indicators, organise source data and decide which analysis is needed next.
Independent check
The user calculates an indicator or tests a specific working hypothesis.
Preparing the data
The service result helps organise the information for deeper analysis.
Moving to diagnostics
Related processes and systemic causes are examined in an individual written report.
An operating project at the commercial stage
The project has established a catalogue of 49 diagnostics in ten business areas, three levels of analytical depth, a selection guide, business-situation catalogue, demonstration reports, a shared method and an emerging digital service layer.
From diagnosis to practical change
ArtBazy Diagnostics documents the initial condition of a business and defines the boundaries of the next decision. Sometimes a focused report is enough. Other cases require process redesign, a new tool, automation or an independent consulting project.
Examine a specific business situation
The project website lets you describe a problem, use the diagnostic selection centre, inspect sample reports and choose the appropriate depth of analysis.